I'm a history person; I love history. But I am conditioned by the present.
If I could have shot 69 in the last round every time, I would have won nine U. S. Opens. Nine!
Forget your opponents; always play against par.
Of all the hazards, fear is the worst.
The mark of a great player is in his ability to come back. The great champions have all come back from defeat.
Grip the club as if you were holding a baby bird.
No matter what happens - never give up a hole. . . . In tossing in your cards after a bad beginning you also undermine your whole game, because to quit between tee and green is more habit-forming than drinking a highball before breakfast.
He had, they said, tasted in succession all the apples of the tree of knowledge, and, whether from hunger or disgust, had ended by tasting the forbidden fruit.
Give serious thought to why your company should care about your strategy. Specifically, find problems that the board wants to be solved. What are senior managers scared of? Part of becoming a credible strategic thinker is learning effective approaches to selling ideas for your situation. You’ll know that you’re getting better at selling (or pitching) strategy when managers start coming to you when there is strategic thinking to be done.
The process of composition, messing around with paragraphs and trying to make really good prose, is hardwired into my personality.
One way and another I was having a ball - playing gigs, jamming and listening to fine musicians. Then came a crisis at home. My stepfather fell sick, and it meant I had to support the family.