Christopher Burbridge

“In fact, in our initial surveys we learned that only one employee in seven could name even one of their organization’s most important goals. That’s right—15 percent could not name even one of the top three goals their leaders had identified. The other 85 percent named what they thought was the goal, but it often didn’t remotely resemble what their leaders had said.”
― Chris McChesney, The 4 Disciplines of Execution: Achieving Your Wildly Important Goals

“We have bigger houses but smaller families;
more conveniences, but less time;
We have more degrees, but less sense;
more knowledge, but less judgment;
more experts, but more problems;
more medicines, but less healthiness;
We’ve been all the way to the moon and back,
but have trouble crossing the street to meet
the new neighbor.
We’ve built more computers to hold more
information to produce more copies than ever,
but have less communications;
We have become long on quantity,
but short on quality.
These times are times of fast foods;
but slow digestion;
Tall man but short character;
Steep profits but shallow relationships.
It is time when there is much in the window,
but nothing in the room.

--authorship unknown
from Sacred Economics”
― Charles Eisenstein, Sacred Economics: Money, Gift, and Society in the Age of Transition

“Once you recognize that the purpose of your life is not to serve your business, but that the primary purpose of your business is to serve your life, you can then go to work on your business, rather than in it, with a full understanding of why it is absolutely necessary for you to do so.”
― Michael E. Gerber, The E-Myth Revisited: Why Most Small Businesses Don't Work and What to Do About It

“Thus, the Entrepreneurial Model does not start with a picture of the business to be created but of the customer for whom the business is to be created.”
― Michael E. Gerber, The E-Myth Revisited: Why Most Small Businesses Don't Work and What to Do About It