Jocelyn Kirk > Jocelyn's Quotes

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  • #1
    Jay Shetty
    “Remember, saying whatever we want, whenever we want, however we want, is not freedom. Real freedom is not feeling the need to say these things.”
    Jay Shetty, Think Like a Monk: Train Your Mind for Peace and Purpose Every Day

  • #2
    Jay Shetty
    “When you learn a little, you feel you know a lot. But when you learn a lot, you realize you know very little.”
    Jay Shetty

  • #3
    Jay Shetty
    “Cancers of the Mind: Comparing, Complaining, Criticizing.”
    Jay Shetty, Think Like a Monk: Train Your Mind for Peace and Purpose Every Day

  • #4
    Jay Shetty
    “The more we define ourselves in relation to the people around us, the more lost we are.”
    Jay Shetty, Think Like a Monk: Train Your Mind for Peace and Purpose Every Day

  • #5
    Jay Shetty
    “our search is never for a thing, but for the feeling we think the thing will give us.”
    Jay Shetty, Think Like a Monk: Train Your Mind for Peace and Purpose Every Day

  • #6
    Jay Shetty
    “In 1902, the sociologist Charles Horton Cooley wrote: “I am not what I think I am, and I am not what you think I am. I am what I think you think I am.”
    Jay Shetty, Think Like a Monk: Train Your Mind for Peace and Purpose Everyday

  • #7
    Jay Shetty
    “Actually, the greatest detachment is being close to everything and not letting it consume and own you. That’s real strength.”
    Jay Shetty, Think Like a Monk: Train Your Mind for Peace and Purpose Every Day

  • #8
    Jay Shetty
    “Salt is so humble that when something goes wrong, it takes the blame, and when everything goes right, it doesn’t take credit.”
    Jay Shetty, Think Like a Monk: Train Your Mind for Peace and Purpose Every Day

  • #9
    Jay Shetty
    “When we accept the temporary nature of everything in our lives, we can feel gratitude for the good fortune of getting to borrow them for a time.”
    Jay Shetty, Think Like a Monk: Train Your Mind for Peace and Purpose Every Day

  • #10
    Jay Shetty
    “Negativity is a trait, not someone’s identity. A person’s true nature can be obscured by clouds, but, like the sun, it is always there. And clouds can overcome any of us. We have to understand this when we deal with people who exude negative energy. Just like we wouldn’t want someone to judge us by our worst moments, we must be careful not to do that to others. When someone hurts you, it’s because they’re hurt. Their hurt is simply spilling over. They need help. And as the Dalai Lama says, “If you can, help others; if you cannot do that, at least do not harm them.”
    Jay Shetty, Think Like a Monk: Train Your Mind for Peace and Purpose Every Day

  • #11
    Jay Shetty
    “Find me someone who has gone to the darkest parts of their own character where they were so close to their own self-destruction and found a way to get up and out of it, and I will bow on my knees to you. … You’re my teacher.”
    Jay Shetty, Think Like a Monk: Train Your Mind for Peace and Purpose Every Day

  • #12
    Jay Shetty
    “Albert Einstein said, “If you can’t explain something simply, you don’t understand it well enough.”
    Jay Shetty, Think Like a Monk: Train Your Mind for Peace and Purpose Everyday

  • #13
    Jay Shetty
    “Too often we love people who don’t love us, but we fail to return the love of others who do.”
    Jay Shetty, Think Like a Monk: Train Your Mind for Peace and Purpose Every Day

  • #14
    Jay Shetty
    “Because the only thing that stays with you from the moment you’re born until the moment you die is your breath. All your friends, your family, the country you live in, all of that can change. The one thing that stays with you is your breath.”
    Jay Shetty, Think Like a Monk: Train Your Mind for Peace and Purpose Everyday

  • #15
    Jay Shetty
    “But when we look for the good in others, we start to see the best in ourselves too.”
    Jay Shetty, Think Like a Monk: Train Your Mind for Peace and Purpose Everyday

  • #16
    Hendrith Vanlon Smith Jr.
    “Strategy is really the essence of the boards value proposition to the company. The ability to strategize well is the essence of what makes a board relevant.”
    Hendrith Vanlon Smith Jr., Board Room Blitz: Mastering the Art of Corporate Governance

  • #17
    Hendrith Vanlon Smith Jr.
    “A high-performing board of directors is the backbone of a successful company.”
    Hendrith Vanlon Smith Jr., Board Room Blitz: Mastering the Art of Corporate Governance

  • #18
    Hendrith Vanlon Smith Jr.
    “As a board, you want to be able to identify exactly what the company is succeeding at and exactly what it's failing at so that you can amplify the successes and correct the failures with surgical precision.”
    Hendrith Vanlon Smith Jr., Board Room Blitz: Mastering the Art of Corporate Governance

  • #19
    Hendrith Vanlon Smith Jr.
    “A board-established and led vision is a critical element of effective corporate governance. It provides direction, inspires stakeholders, and guides the company towards a successful future.”
    Hendrith Vanlon Smith Jr., Board Room Blitz: Mastering the Art of Corporate Governance

  • #20
    Hendrith Vanlon Smith Jr.
    “Now, more than ever, the world needs transformational leaders not to cultivate change for its own sake, but to lead through the inevitable evolutions in business and human society.”
    Hendrith Vanlon Smith Jr., Board Room Blitz: Mastering the Art of Corporate Governance

  • #21
    Hendrith Vanlon Smith Jr.
    “Effective board governance hinges on the accuracy and reliability of
    financial reporting, instilling investor confidence.”
    Hendrith Vanlon Smith Jr., Board Room Blitz: Mastering the Art of Corporate Governance

  • #22
    Hendrith Vanlon Smith Jr.
    “Effective risk management and compliance are essential for protecting the
    company's assets and reputation.”
    Hendrith Vanlon Smith Jr., Board Room Blitz: Mastering the Art of Corporate Governance

  • #23
    Hendrith Vanlon Smith Jr.
    “As a board, you want to be able to identify exactly what the company is succeeding at and exactly what it's failing at so that you can amplify success and correct failure with surgical precision.”
    Hendrith Vanlon Smith Jr., Board Room Blitz: Mastering the Art of Corporate Governance

  • #24
    Hendrith Vanlon Smith Jr.
    “Shaping the company's future requires understanding the key drivers
    of value for the company and establishing metrics to measure progress accordingly.”
    Hendrith Vanlon Smith Jr., Board Room Blitz: Mastering the Art of Corporate Governance

  • #25
    Hendrith Vanlon Smith Jr.
    “There's no one-size-fits-all answer to defining business success, as different companies can and should prioritize various aspects of success.”
    Hendrith Vanlon Smith Jr., Board Room Blitz: Mastering the Art of Corporate Governance

  • #26
    Hendrith Vanlon Smith Jr.
    “To be successful, a Board of Directors must foster a culture of respect and appreciation.”
    Hendrith Vanlon Smith Jr., Board Room Blitz: Mastering the Art of Corporate Governance

  • #27
    Hendrith Vanlon Smith Jr.
    “In today's competitive business landscape, a board's primary responsibility is to ensure the
    long-term success and sustainability of the organization.”
    Hendrith Vanlon Smith Jr., Board Room Blitz: Mastering the Art of Corporate Governance

  • #28
    Hendrith Vanlon Smith Jr.
    “Effective board governance hinges on fostering a culture of ethics and
    integrity throughout the organization.”
    Hendrith Vanlon Smith Jr., Board Room Blitz: Mastering the Art of Corporate Governance

  • #29
    Hendrith Vanlon Smith Jr.
    “Effective board meetings encourage active participation from all board
    members, fostering a culture of open communication and respectful debate.”
    Hendrith Vanlon Smith Jr., Board Room Blitz: Mastering the Art of Corporate Governance

  • #30
    Hendrith Vanlon Smith Jr.
    “Fortifying the company involves assessing the vulnerabilities of critical infrastructure and implementing safeguards.”
    Hendrith Vanlon Smith Jr., Board Room Blitz: Mastering the Art of Corporate Governance



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