harvard-business-review

Any decision can be easier if you think carefully about your goals; the dimensions of yourself that are most important to you; your needs and wants; the specific costs and benefits associated with your choices; the commensurability of those choices; and whether certain goals should be sequenced instead of pursued simultaneously to give you a better chance of success. Instead of striving for work__ife balance, or even worrying about juggling on the balance beam, use this framework to pursue your life__ work__olistically seeking both success and satisfaction.

A person who values their goals actually values their achievements.

You cannot pursue all your goals simultaneously or satisfy all your desires at once. And it's an emotional drain to think you can. Instead, you must focus on long-term fulfillment rather than short-term success and, at various points in your life, think carefully about your priorities.

Organizations can__ change their culture unless individual employees change their behavior__nd changing behavior is hard.

It can be dangerous to be right at the outset. Managers in some LCD-first companies interpreted the pivot point as an unconditional endorsement of everything they had been doing. As a result, they failed to recognize the need to rethink some details of their technology, such as the importance of color displays, and their complacency helped former plasma companies pull ahead.

Marketing leaders instead must ask, __hat values and goals guide our brand strategy, what capabilities drive marketing excellence, and what structures and ways of working will support them?_ Structure must follow strategy__ot the other way around.

When you walk in silence your excellence will always speak for you.

You have to grab the goal, visualise your vision, excel in excellence and then become distinct in distinction.

You need to choose your association according to your vision.

What the average call excellent, the excellent call average.