Zhihan > Zhihan's Quotes

“You are remembered, he said, prophetically, for the rules you break. I”
― Phil Knight, Shoe Dog

“Life is growth. You grow or you die.”
― Phil Knight, Shoe Dog

“When you see only problems, you’re not seeing clearly.”
― Phil Knight, Shoe Dog: A Memoir by the Creator of Nike

“Don’t tell people how to do things, tell them what to do and let them surprise you with their results.”
― Phil Knight (original quote by George S Patton), Shoe Dog

“I was a linear thinker, and according to Zen linear thinking is nothing but a delusion, one of the many that keep us unhappy. Reality is nonlinear, Zen says. No future, no past. All is now.”
― Phil Knight, Shoe Dog

“If you’re not failing, you’re not pushing your limits, and if you’re not pushing your limits, you’re not maximizing your potential”
― Ray Dalio, Principles: Life and Work

“When a problem occurs, conduct the discussion at two levels: 1) the machine level (why that outcome was produced) and 2) the case-at-hand level (what to do about it).”
― Ray Dalio, Principles: Life and Work

“Pay for the person, not the job. Look at what people in comparable jobs with comparable experience and credentials make, add some small premium over that, and build in bonuses or other incentives so they will be motivated to knock the cover off the ball. Never pay based on the job title alone.”
― Ray Dalio, Principles: Life and Work

“The most valuable habit I’ve acquired is using pain to trigger quality reflections. If you can acquire this habit yourself, you will learn what causes your pain and what you can do about it, and it will have an enormous impact on your effectiveness.”
― Ray Dalio, Principles: Life and Work

“If you can’t successfully do something, don’t think you can tell others how it should be done”
― Ray Dalio, Principles: Life and Work

“Because our educational system is hung up on precision, the art of being good at approximations is insufficiently valued. This impedes conceptual thinking.”
― Ray Dalio, Principles: Life and Work

“I saw that to do exceptionally well you have to push your limits and that, if you push your limits, you will crash and it will hurt a lot. You will think you have failed—but that won’t be true unless you give up.”
― Ray Dalio, Principles: Life and Work

“To be effective you must not let your need to be right be more important than your need to find out what’s true. If you are too proud of what you know or of how good you are at something you will learn less, make inferior decisions, and fall short of your potential.”
― Ray Dalio, Principles: Life and Work

“Listening to uninformed people is worse than having no answers at all.”
― Ray Dalio, Principles: Life and Work

“Time is like a river that carries us forward into encounters with reality that require us to make decisions. We can’t stop our movement down this river and we can’t avoid those encounters. We can only approach them in the best possible way.”
― Ray Dalio, Principles: Life and Work

“the happiest people discover their own nature and match their life to it.”
― Ray Dalio, Principles: Life and Work

“I just want to be right—I don’t care if the right answer comes from me.”
― Ray Dalio, Principles: Life and Work

“Every time you confront something painful, you are at a potentially important juncture in your life—you have the opportunity to choose healthy and painful truth or unhealthy but comfortable delusion.”
― Ray Dalio, Principles: Life and Work

“Principles are fundamental truths that serve as the foundations for behavior that gets you what you want out of life. They can be applied again and again in similar situations to help you achieve your goals.”
― Ray Dalio, Principles: Life and Work

“I learned that if you work hard and creatively, you can have just about anything you want, but not everything you want. Maturity is the ability to reject good alternatives in order to pursue even better ones.”
― Ray Dalio, Principles: Life and Work

“So this is the goal: To make money by increasing net profit, while simultaneously increasing return on investment, and simultaneously increasing cash flow.”
― Eliyahu M. Goldratt, The Goal: A Process of Ongoing Improvement

“What you have learned is that the capacity of the plant is equal to the capacity of its bottlenecks,” says Jonah.”
― Eliyahu M. Goldratt, The Goal: A Process of Ongoing Improvement

“STEP 1. Identify the system’s bottlenecks. (After all it wasn’t too difficult to identify the oven and the NCX10 as the bottlenecks of the plant.)
STEP 2. Decide how to exploit the bottlenecks. (That was fun. Realizing that those machines should not take a lunch break, etc.)
STEP 3. Subordinate everything else to the above decision. (Making sure that everything marches to the tune of the constraints. The red and green tags.)
STEP 4. Elevate the system’s bottlenecks. (Bringing back the old Zmegma, switching back to old, less “effective” routings. . . .)
STEP 5. If, in a previous step, a bottleneck has been broken go back to step 1.”
― Eliyahu M. Goldratt, The Goal: A Process of Ongoing Improvement

“I smile and start to count on my fingers: One, people are good. Two, every conflict can be removed. Three, every situation, no matter how complex it initially looks, is exceedingly simple. Four, every situation can be substantially improved; even the sky is not the limit. Five, every person can reach a full life. Six, there is always a win-win solution. Shall I continue to count?”
― Eliyahu M. Goldratt, The Goal: A Process of Ongoing Improvement

“The entire bottleneck concept is not geared to decrease operating expense, it’s focused on increasing throughput.”
― Eliyahu M. Goldratt, The Goal: A Process of Ongoing Improvement

“Putting it precisely, activating a resource and utilizing a resource are not synonymous.”
― Eliyahu M. Goldratt, The Goal: A Process of Ongoing Improvement

“utilizing” a resource means making use of the resource in a way that moves the system toward the goal. “Activating” a resource is like pressing the ON switch of a machine; it runs whether or not there is any benefit to be derived from the work it’s doing.”
― Eliyahu M. Goldratt, The Goal: A Process of Ongoing Improvement

“For the ability to answer three simple questions: ‘what to change?’, ‘what to change to?’, and ‘how to cause the change?’ Basically what we are asking for is the most fundamental abilities one would expect from a manager.”
― Eliyahu M. Goldratt, The Goal: A Process of Ongoing Improvement

“They’re measurements which express the goal of making money perfectly well, but which also permit you to develop operational rules for running your plant,” he says. “There are three of them. Their names are throughput, inventory and operational expense.”
― Eliyahu M. Goldratt, The Goal: A Process of Ongoing Improvement

“Since the strength of the chain is determined by the weakest link, then the first step to improve an organization must be to identify the weakest link.”
― Eliyahu M. Goldratt, The Goal: A Process of Ongoing Improvement