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A daily selection of quotes from around the world.

Quote: Rich Roll – author, ultra-endurance athlete and podcaster

Quote: Rich Roll – author, ultra-endurance athlete and podcaster

“Good things take time. Great things take longer. Most people underestimate what they can accomplish in a year, let alone a decade.” – Rich Roll – author, ultra-endurance athlete and podcaster

This quote is a testament to the power of long-term commitment and patience in pursuing high achievement—delivered by Rich Roll, whose life embodies the message. Rich Roll’s journey offers a real-world case study in the compounding effects of sustained, purpose-driven effort over time.

A standout swimmer from a young age, Roll competed nationally and studied at Stanford, where his relentless drive helped him excel in athletics and academics. However, the same perfectionism and pressure to succeed became his undoing; by his late twenties, he was battling alcoholism and career disenchantment as an entertainment lawyer.

Faced with a personal and physical crisis on the eve of his 40th birthday, Roll realised how far he had drifted from his potential. Overweight and unhealthy, he decided to overhaul his life. This was not an overnight transformation: years of discipline went into recovery, embracing a plant-based diet, and gradually building the stamina for ultra-endurance sports. Roll’s journey was marked by periods of doubt, financial difficulty, and personal struggle, yet he persisted through incremental improvement.

Roll became the first vegan to finish the gruelling Ultraman World Championships in the top ten, authored the bestselling memoir Finding Ultra, and built one of the world’s most successful wellness podcasts. His story illustrates that exceptional success is rarely the result of a brief sprint, but of a sustained marathon, where daily effort accumulates in ways most fail to anticipate.

This quote, therefore, is a distillation of his lived philosophy: enduring greatness is the product of patience, discipline, and the compounding results of long-term vision.

About Rich Roll

Rich Roll, born in 1966, now stands as a globally recognised wellness advocate, bestselling author, renowned ultra-endurance athlete, and influential podcaster. His transformation from a struggling alcoholic and unfulfilled professional into one of Men’s Fitness’ “25 Fittest Men in the World” has inspired millions to reconsider the boundaries of personal change.

With academic roots at Stanford University and Cornell Law, Roll exemplifies intellectual and physical achievement. His raw honesty about past struggles and perseverance has established him as a leading voice in personal development and plant-based living. Through books, podcasts, and public speaking, he continues to motivate audiences worldwide to set greater goals, trust the process, and let ambition unfold over years—not merely weeks or months.

Leading Theorists Related to Enduring Productivity and Achievement

The significance of sustained, compounding effort—and the mindset that drives it—is a foundational subject in strategy and organisational theory. Two of the most influential theorists related to the deep themes of this quote are Peter F. Drucker and Jim Collins.

Peter F. Drucker

Often described as the “father of modern management,” Drucker’s work shaped how leaders understand productivity and long-term effectiveness. His career placed a premium on systematic effort, ongoing improvement, and the distinction between short-term efficiency and long-term value creation. Drucker’s concept of “doing the right things” underpins the notion that greatness derives from deliberately pursuing the most meaningful objectives over time—not from chasing shortcuts or short-term wins. His theories have guided countless organisations in developing the rigorous discipline needed for enduring, compounding success.

Jim Collins

Jim Collins, best known for Good to Great, distilled the lessons of sustained achievement into his concept of the “flywheel effect.” His research demonstrates that exceptional companies and individuals rarely leap to greatness in a single bold move—instead, they achieve it through the relentless, accumulative effect of many small initiatives acted on over time. This directly echoes Rich Roll’s lived experience; as Collins observes, “the process resembles relentlessly pushing a giant, heavy flywheel, turn upon turn, building momentum until a point of breakthrough, and beyond.”

Both Drucker’s and Collins’s frameworks clarify why most people underestimate what can be achieved in the long view, reinforcing the necessity of patience, perseverance, and continuous improvement in any pursuit of greatness.

In essence, Rich Roll’s quote is not mere encouragement—it is a strategic insight, reinforcing what the most respected thinkers and the highest achievers have always known: greatness is built patiently, deliberately, and cumulatively, over a far longer horizon than most imagine.

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Quote: Charles Duhigg – Writer, journalist – The Power of Habit

Quote: Charles Duhigg – Writer, journalist – The Power of Habit

“Typically, people who exercise, start eating better and becoming more productive at work. They smoke less and show more patience with colleagues and family. They use their credit cards less frequently and say they feel less stressed. Exercise is a keystone habit that triggers widespread change.” — Charles Duhigg – Writer, journalist – The Power of Habit

This quote comes from Charles Duhigg’s acclaimed book, The Power of Habit, where he introduces the transformational concept of keystone habits. Unlike ordinary habits that shape a single behaviour, keystone habits are foundational routines that, when established, set off a cascade of positive changes across many areas of an individual’s or organization’s life.

Duhigg uses the example of exercise as a typical keystone habit: people who start exercising regularly not only become fitter but also tend to adopt other healthy habits spontaneously. They may eat better, become more productive, reduce risky financial behaviours, and handle social situations with greater patience and resilience. The compounding impact of a single empowering habit triggers a broader pattern of improvement, creating lasting transformation far beyond its original intent.

Duhigg’s research, informed by neuroscience and behavioural psychology, demonstrates that understanding and strategically targeting keystone habits offers a powerful strategy for sustainable change, whether at the personal or organizational level.

 

About Charles Duhigg

Charles Duhigg is a Pulitzer Prize-winning journalist and best-selling author renowned for his work on the science of habit formation and behaviour change. Educated at Yale University and Harvard Business School, Duhigg began his career as a reporter at The New York Times, where he led investigative projects and specialized in business and science topics.

Duhigg’s passion for understanding human behaviour crystallized in his breakthrough book, The Power of Habit (2012). The book rapidly became a global bestseller, praised for demystifying the neuroscience of habits and translating it into actionable insights. Duhigg’s vivid storytelling—drawing on case studies from Olympic athletes, business leaders, and ordinary people—brought academic theories into real-world relevance.
Following the success of his first book, Duhigg published Smarter Faster Better, further exploring performance and productivity. He remains a sought-after speaker and writer who has influenced public and professional conversations about self-improvement, organizational change, and leadership.

Leading Theorists Related to Habits and Transformational Change

The study of habits and behavioural transformation has deep roots in psychology and management. Several theorists and practitioners have significantly influenced the field:

  • William James: One of the first psychologists to systematically study habits, James observed that much of daily life is governed by automatic patterns of behaviour, highlighting the power and persistence of habitual action.

  • B.F. Skinner: A pioneer of behaviourism, Skinner’s research on reinforcement and conditioning illuminated how rewards and cues shape repetitive behaviour, foundational to modern theories of habit formation.

  • James Clear: In Atomic Habits, Clear popularized the compound effect of tiny behavioural changes, building on Duhigg’s framework by showing how incremental habits—if practiced consistently—lead to significant, long-term improvements.

  • Stephen Covey: Author of The 7 Habits of Highly Effective People, Covey introduced the idea of “habit architecture,” emphasizing deliberate practice, reflection, and alignment with deeper values as the path to sustained personal and professional growth.

  • Charles Duhigg integrates and synthesizes this tradition, bringing to light the mechanics of the habit loop (cue, routine, reward) and the strategic value of targeting keystone habits—a concept now central in organizational development, health, and self-improvement.

 

Charles Duhigg’s research and storytelling on keystone habits reveal the disproportionate power of foundational routines—such as exercise—to unlock positive change throughout all aspects of life, providing a practical roadmap for anyone seeking meaningful transformation through the science of habit.

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Quote: James Clear – Writer, speaker and researcher – Atomic Habits

Quote: James Clear – Writer, speaker and researcher – Atomic Habits

“If you get one percent better each day for one year, you’ll end up thirty-seven times better by the time you’re done.” — James Clear – Writer, speaker and researcher – Atomic Habits

This quote encapsulates the power of compounding small improvements—a central theme in modern performance psychology and organisational behaviour. The phrase illustrates how seemingly minor, daily advances in habit or process can result in transformation far beyond what most imagine. Mathematically, a 1% daily improvement, when compounded over 365 days, leads to results nearly 38 times better than the starting point.

James Clear uses this insight to shift focus away from sudden, dramatic changes and towards the sustainable, incremental shifts that yield exponential growth over time. This idea forms the core philosophy of his best-selling book, Atomic Habits, which demonstrates that meaningful progress is achieved not through isolated breakthroughs, but through the relentless accumulation of tiny gains—a process available to anyone, every day.

About James Clear

James Clear is a leading writer, speaker, and researcher on the science of habits, decision-making, and continuous improvement.

Born in Hamilton, Ohio, Clear crafted his own major in biomechanics at Denison University and was a standout student-athlete, experiences that grounded his fascination with performance optimization. After graduating in 2008, Clear turned his attention to writing, launching jamesclear.com to share research-driven insights on behaviour, productivity, and change.

His 2018 book, Atomic Habits, rapidly became an international phenomenon:

  • Over 25 million copies sold worldwide.
  • Translated into more than 60 languages.
  • Over 5 years on the New York Times bestseller list.

Clear’s work is grounded in synthesis—he draws on biology, neuroscience, psychology, philosophy, and personal experience to offer practical strategies for lasting improvement. Through speaking engagements, workshops, and his widely followed “3-2-1” newsletter, Clear has equipped millions with techniques to make small, actionable shifts that enable compounding, lifelong change.

Leading Theorists Related to Small Improvements and Compounding

The science and strategy of continuous improvement is deeply rooted in both psychology and operational theory. Several key thinkers underpin the philosophy embodied by Clear’s quote:

  • Kaizen and Masaaki Imai: The Japanese philosophy of Kaizen means “good change” or continuous improvement. Championed globally by Masaaki Imai, Kaizen teaches that regular, incremental enhancements at every organizational level produce lasting success. This bottom-up culture laid the groundwork for compounding improvements in manufacturing, services, and personal development.
  • Sir Dave Brailsford (Marginal Gains Theory): Brailsford applied the aggregation of tiny improvements—“the 1 percent rule”—to lead British cycling to unprecedented Olympic victories. His marginal gains approach directly echoes Clear’s message, showing the extraordinary results of small, sustained enhancements.
  • BJ Fogg & Charles Duhigg: Behavioural scientists and authors like Fogg (Tiny Habits) and Duhigg (The Power of Habit) have shown, through research and field studies, how minor behaviour tweaks drive long-term transformation, reinforcing the mechanism behind compounding habits.
  • W. Edwards Deming: In management theory, Deming’s emphasis on statistical process control and ongoing refinement underpins the culture of quality improvement—where continual small adjustments lead to big gains in efficiency and outcomes.
  • James Clear integrates these ideas, crystallizing decades of research and practice into accessible frameworks for individuals and organizations to thrive through steady, cumulative progress.

James Clear’s message thus stands not only on popular intuition but on an interlocking foundation of behavioural science, Eastern and Western management theory, and real-world sports and business excellence. His quote distils the timeless truth: small choices, if compounded, drive extraordinary change.

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Quote:  John Doerr – Venture Capitalist

Quote:  John Doerr – Venture Capitalist

“An effective goal-setting system starts with disciplined thinking at the top, with leaders who invest the time and energy to choose what counts.” — John Doerr, Measure What Matters

This insight from John Doerr encapsulates the transformative power of Objectives and Key Results (OKRs) as a leadership discipline. Doerr emphasizes that meaningful organizational progress doesn’t begin with broad intentions or scattered efforts but with top leadership committing to carefully define, prioritize, and communicate the few goals that truly matter.
In the late 1990s, as a prominent venture capitalist at Kleiner Perkins, Doerr brought the OKR framework—originated at Intel by Andy Grove—to Google’s founders, Larry Page and Sergey Brin. At the time, Google was a promising but unproven startup. The company’s early leaders faced the challenge of harnessing creativity and ambition in a way that would deliver measurable results, not just innovative ideas.

Doerr’s central message to Google was: Strategy requires ruthless clarity—leaders must devote “time and energy to choose what counts,” setting focused objectives and quantifiable results. This disciplined approach allowed Google, and countless organizations since, to achieve sustained alignment, transparency, and execution at scale.

About John Doerr

John Doerr (b. 1951) is one of Silicon Valley’s most influential venture capitalists and thought leaders. Early in his career, he joined Intel, where he learned directly from Andy Grove’s culture of rigorous, measurable management. At Kleiner Perkins, Doerr helped fund and build some of the world’s most consequential technology companies, including Google, Amazon, and Sun Microsystems. Beyond capital, Doerr contributed operational insight—most notably by importing Intel’s OKR system to Google just after its founding.

His book, Measure What Matters, distils decades of experience, showing how OKRs drive performance, accountability, and innovation in organizations ranging from start-ups to global giants. Doerr continues to advocate for mission-driven leadership and data-driven management, focusing on climate and societal impact alongside business achievement.

Leading Theorists on Goal Setting and Measurement

The intellectual roots of Doerr’s philosophy are grounded in the science and practice of management by objectives and the broader theory of performance measurement:

  • Andy Grove: As CEO of Intel, Grove pioneered the OKR methodology by adapting Peter Drucker’s management by objectives (MBO) into a system demanding clarity of intent and measurable results. Grove believed that carefully articulated and universally visible goals enable organizations not only to perform but to transform—insisting that ambiguous objectives breed mediocrity, while clear ones unite teams in pursuit of excellence.

  • Peter Drucker: The father of modern management, Drucker emphasized that “what gets measured gets managed.” He advocated for systematic goal setting and the importance of assessing results—a philosophy foundational for OKRs and later frameworks. While not the originator of OKRs, Drucker’s insistence on measurement as a precondition for improvement shaped generations of leaders.

  • Robert S. Kaplan & David P. Norton: Creators of the Balanced Scorecard, these theorists advanced the view that organizational strategy must be translated into concrete metrics across financial and non-financial dimensions. Like OKRs, their framework requires disciplined leadership to select and communicate the few priorities that drive value.

  • Edwin Locke & Gary Latham: Their research on goal-setting theory established that specific, challenging goals lead to higher performance than vague or easy objectives, provided feedback and commitment are present. The OKR system embodies their insights by coupling ambitious objectives with clearly defined milestones.

John Doerr’s conviction is clear: Organizational greatness hinges not just on vision but on the discipline of leaders to set, prioritize, and measure what truly matters. The OKR framework, built on the shoulders of the world’s leading management theorists, remains a catalyst for clarity, focus, and transformative achievement.

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Quote:  Lord Kelvin (William Thomson) – Physicist

Quote:  Lord Kelvin (William Thomson) – Physicist

“When you can measure what you are speaking about, and express it in numbers, you know something about it; but when you cannot measure it…your knowledge is of a meagre and unsatisfactory kind.” – Lord Kelvin (William Thomson)

This iconic statement, voiced by Lord Kelvin in the late 19th century during a lecture, elegantly captures the spirit of scientific inquiry in the industrial age. Its context lies at the intersection of theory and practice: scientists and engineers were wrestling with how to systematize knowledge and drive real technological progress. The British Empire, amid the Industrial Revolution, thrived on advances in physics, engineering, and telegraphy, demanding both rigorous theory and practical, measurable outcomes.

Kelvin’s philosophy was revolutionary for his time. He argued that true understanding comes not simply from speculation or qualitative insight but must be backed by quantitative measurement. This perspective helped establish the foundation for modern scientific method and engineering practice, where empirical data and precision are paramount.

About Lord Kelvin

William Thomson, 1st Baron Kelvin (1824–1907) was a towering figure in science and engineering. Born in Belfast and educated at Cambridge, Kelvin held the chair of Natural Philosophy at the University of Glasgow for over half a century. His scholarship ranged from mathematical physics to practical engineering, and the breadth of his impact was remarkable:

  • Thermodynamics: Kelvin played a key role in formulating the first and second laws of thermodynamics, crucial to our understanding of energy and heat.
  • Absolute Temperature: He developed the concept of absolute zero and the temperature scale named in his honor—the kelvin.
  • Telegraphy & Engineering: Kelvin’s inventiveness extended to significant improvements in telegraphy. His instruments and techniques were pivotal in laying the first successful transatlantic telegraph cable, earning him fame, wealth, and a knighthood in 1866.
  • Leadership: He served as president of the Royal Society and was elected to scientific societies worldwide, testifying to his international influence.
  • Legacy: His name is embedded in physics (the kelvin), and his rigorous approach to measurement helped usher in an era where engineering precision and scientific progress went hand in hand.

In 1892, he was elevated to the peerage as Lord Kelvin, the first scientist to be so honoured, choosing his title after the River Kelvin that flows by the University of Glasgow.

Leading Theorists and the Science of Measurement

Lord Kelvin’s dictum on measurement shaped the work of generations of physicists, engineers, and organizational theorists. Measurement became the keystone of operational science, influencing leading minds far beyond physics:

  • James Clerk Maxwell: Kelvin’s contemporary, foundational in electromagnetism, pursued the same ideal of quantification and precision in physical law.
  • Norbert Wiener: Later, as the founding father of cybernetics, Wiener established the science of systems, feedback, and control—fields fundamentally reliant on measurement and quantification.
  • Robert S. Kaplan & David P. Norton: In management, these scholars advanced the Balanced Scorecard, a system for translating strategy into measurable performance metrics, directly reflecting Kelvin’s principle—quantified assessment drives understanding, improvement, and accountability.
  • Peter Drucker: Often cited (sometimes inaccurately) with phrases like “what gets measured gets managed,” Drucker’s management theories similarly emphasize the necessity of tangible performance indicators for organizational effectiveness. While Drucker refined this insight, Kelvin’s assertion laid the groundwork for connecting measurement to both knowledge and action.

Together, these theorists built on Kelvin’s insight that measurement is not mere accounting—it is the bedrock of progress in science, engineering, and organizational strategy. The enduring impact of this idea is visible in everything from physics and engineering to business analytics and modern performance management.

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Quote:  Robert S. Kaplan and David P. Norton – creators of the Balanced Scorecard approach

Quote:  Robert S. Kaplan and David P. Norton – creators of the Balanced Scorecard approach

“Today’s organisational value-creating activities are not captured in the tangible, fixed assets of the firm. Instead, value rests in the ideas of people scattered throughout the firm, in customer and supplier relationships, in databases of key information, and cultures of innovation and quality.” – Robert S. Kaplan and David P. Norton – creators of the Balanced Scorecard approach

This statement exemplifies a key shift in modern management thinking championed by Robert S. Kaplan and David P. Norton. Historically, companies measured their worth by physical assets—machinery, buildings, inventory, and other tangible resources. However, by the late 20th century, breakthrough research and business transformations revealed that intangible factors—knowledge, innovation, relationships, and organizational culture—were often the real drivers of sustainable value and competitive advantage.

Kaplan and Norton addressed this gap by developing the Balanced Scorecard in the early 1990s, arguing that traditional financial measures alone were insufficient to capture an organisation’s true value-creating processes. Their framework encouraged leaders to assess performance not just in terms of revenue and profit, but also through perspectives such as internal business processes, customer satisfaction, and—critically—the innovation and learning (or learning and growth) perspective. This emphasised how assets like employee expertise, informational capital, and organizational learning drive future performance and adaptability.

The quote reflects their conviction that in the knowledge economy, ideas, relationships, and a culture of continuous improvement are at the core of lasting organizational value. Kaplan and Norton’s holistic perspective reshaped global management practices, making companies far more aware of the hidden, intangible strengths that sustain growth and excellence.

About Kaplan and Norton: Theorists Shaping Strategy and Measurement

Robert S. Kaplan is an influential American academic and Emeritus Professor at Harvard Business School. Trained as an engineer and economist, Kaplan’s early research revolutionised management accounting through innovations like Activity-Based Costing. His engagement with performance measurement deepened when he collaborated with David P. Norton.

David P. Norton came from a background combining engineering, business, and consultancy, ultimately crafting a career as a management strategist and executive. Norton’s work translated academic insights into practical tools for organisations across sectors.

In 1990, Kaplan and Norton undertook a pioneering research project into how organizations measure performance. Their collaboration resulted in the creation of the Balanced Scorecard—a system designed to link strategy formulation with execution, and to provide executives with a balanced view of their organisation’s progress. Rather than relying on isolated metrics, their model integrates four perspectives: financial, customer, internal processes, and innovation & learning. This approach compels organisations to consider whether they can continually improve and create value, not just deliver short-term results.

Over the years, Kaplan and Norton continued to evolve their ideas, expanding the Balanced Scorecard approach into broader theories of strategy maps and organisational alignment. Their joint work has had profound influence, helping leaders around the world realize that a company’s most valuable assets are often those you cannot see on a balance sheet, but that can be measured, nurtured, and leveraged to achieve enduring success.

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Quote: Fyodor Dostoevsky – Russian novelist, essayist and journalist

Quote: Fyodor Dostoevsky – Russian novelist, essayist and journalist

“A man who lies to himself, and believes his own lies becomes unable to recognize truth, either in himself or in anyone else, and he ends up losing respect for himself and for others. When he has no respect for anyone, he can no longer love, and, in order to divert himself, having no love in him, he yields to his impulses, indulges in the lowest forms of pleasure, and behaves in the end like an animal. And it all comes from lying – lying to others and to yourself.” – Fyodor Dostoevsky – Russian novelist, essayist and journalist

Fyodor Mikhailovich Dostoevsky (November 11, 1821 – February 9, 1881) was a Russian novelist, essayist, and journalist who explored the depths of the human psyche with unflinching honesty. Born in Moscow to a family of modest means, Dostoevsky’s early life was marked by the emotional distance of his parents and an eventual tragedy when his father was murdered. He trained as a military engineer but pursued literature with relentless ambition, achieving early success with novels such as Poor Folk and The Double.

Dostoevsky’s life took a dramatic turn in 1849 when he was arrested for participating in a radical intellectual group. Sentenced to death, he faced a mock execution before his sentence was commuted to four years of hard labor in Siberia followed by military service. This harrowing experience, combined with his life among Russia’s poor, profoundly shaped his worldview and writing. His later years were marked by personal loss—the deaths of his first wife and his brother—and financial hardship, yet he produced some of literature’s greatest works during this time, including Crime and Punishment, The Idiot, Devils, and The Brothers Karamazov.

Dostoevsky’s writings are celebrated for their psychological insight and existential depth. He scrutinized themes of morality, free will, faith, and the consequences of self-deception—topics that continue to resonate in philosophy, theology, and modern psychology. His funeral drew thousands, reflecting his status as a national hero and one of Russia’s most influential thinkers.

Context of the Quote

The quoted passage is widely attributed to Dostoevsky, most notably appearing in The Brothers Karamazov, his final and perhaps most philosophically ambitious novel. The novel, published in serial form shortly before his death, wrestles with questions of faith, doubt, and the consequences of living a lie.

The quote is spoken by the Elder Zosima, a wise and compassionate monk in the novel. Zosima’s teachings in The Brothers Karamazov frequently address the dangers of self-deception and the importance of spiritual and moral honesty. In this passage, Dostoevsky is warning that lying to oneself is not merely a moral failing, but a fundamental corruption of perception and being. The progression—from dishonesty to self-deception, to the loss of respect for oneself and others, and ultimately to the decay of love and humanity—paints a stark picture of spiritual decline.

This theme is central to Dostoevsky’s work: characters who deceive themselves often spiral into psychological and moral crises. Dostoevsky saw truth—even when painful—as a prerequisite for authentic living. His novels repeatedly show how lies, whether to oneself or others, lead to alienation, suffering, and a loss of authentic connection.

Leading Theorists on Self-Deception

While Dostoevsky is renowned in literature for his treatment of self-deception, the theme has also been explored by philosophers, psychologists, and sociologists. Below is a brief overview of leading theorists and their contributions:

Philosophers

  • Søren Kierkegaard (1813–1855): The Danish philosopher explored the idea of existential self-deception, particularly in The Sickness Unto Death, where he describes how humans avoid the despair of being true to themselves by living inauthentic lives, what he calls “despair in weakness.”
  • Jean-Paul Sartre (1905–1980): In Being and Nothingness, Sartre popularized the concept of “bad faith” (mauvaise foi), the act of deceiving oneself to avoid the anxiety of freedom and responsibility. Sartre’s ideas are often seen as a philosophical counterpart to Dostoevsky’s literary explorations.
  • Friedrich Nietzsche (1844–1900): Nietzsche’s concept of “resentment” and the “will to power” also touches on self-deception, particularly how individuals and societies construct false narratives to justify their weaknesses or desires.

Psychologists

  • Sigmund Freud (1856–1939): Freud introduced the idea of defence mechanisms, such as denial and rationalization, as ways the psyche protects itself from uncomfortable truths—essentially systematizing the process of self-deception.
  • Donald Winnicott (1896–1971): The psychoanalyst discussed the “false self,” a persona developed to comply with external demands, often leading to inner conflict and emotional distress.
  • Erich Fromm (1900–1980): Fromm, like Dostoevsky, examined how modern society encourages escape from freedom and the development of “automaton conformity,” where individuals conform to avoid anxiety and uncertainty.

Modern Thinkers

  • Dan Ariely (b. 1967): The behavioural economist has shown experimentally how dishonesty often begins with small, self-serving lies that gradually erode ethical boundaries.
  • Robert Trivers (b. 1943): The evolutionary biologist proposed that self-deception evolved as a strategy to better deceive others, which ironically can make personal delusions more convincing.

Legacy and Insight

Dostoevsky’s insights into the dangers of self-deception remain remarkably relevant today. His work, together with that of philosophers and psychologists, invites reflection on the necessity of honesty—not just to others, but to oneself—for psychological health and authentic living. The consequences of failing this honesty, as Dostoevsky depicts, are not merely moral, but existential: they impact our ability to respect, love, and ultimately, to live fully human lives.

By placing this quote in context, we see not only the literary brilliance of Dostoevsky but also the enduring wisdom of his diagnosis of the human condition—a call to self-awareness that echoes through generations and disciplines.

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Quote:  Brené Brown – researcher, storyteller and professor

Quote:  Brené Brown – researcher, storyteller and professor

“Today I choose courage over comfort.” – Brené Brown – researcher, storyteller and professor

Brené Brown, a research professor, author, and renowned speaker, is celebrated worldwide for her groundbreaking work on vulnerability, courage, shame, and empathy. This quote encapsulates her core philosophy: that true growth—whether personal, relational, or professional—comes not from staying safe within our comfort zones, but from making the conscious decision to face discomfort and uncertainty with bravery.

Brown’s landmark research revealed that vulnerability is not a weakness, but the greatest measure of courage. She explored these ideas in bestsellers like Daring Greatly, The Gifts of Imperfection, and Rising Strong, inspiring millions across the globe to lead more authentic, whole-hearted lives. Her now-famous TED Talk, “The Power of Vulnerability,” has become a touchstone in conversations about human connection and resilience.

The context for “Today I choose courage over comfort” can be found throughout Brown’s writings and lectures. For Brown, integrity is defined by the willingness to act with courage even when it’s uncomfortable, choosing what is right over what is easy. In her book Rising Strong, she writes:

“Integrity is choosing courage over comfort; choosing what is right over what is fun, fast, or easy; and choosing to practice our values rather than simply professing them.”

Brown consistently emphasizes that vulnerability and courage are inextricably linked—there is no courage without uncertainty and emotional risk. Whether addressing leaders, entrepreneurs, or anyone striving for meaningful change, she challenges us to “show up, be seen, and live brave” even when endurance is hard.

About Brené Brown:
A research professor at the University of Houston, Brown’s two decades of study have shaped contemporary conversations around emotional intelligence, ethical leadership, and authentic connection. She is celebrated for bringing academic rigor to subjects previously avoided in business and personal development: the mechanics of trust, the costs of shame, and the anatomy of belonging.

Pioneers in the Field of Courage and Vulnerability

Brown’s work builds upon and amplifies insights from earlier theorists who explored courage, authenticity, and human flourishing:

  • Theodore Roosevelt: His “Man in the Arena” speech inspired Brown’s focus on daring greatly—celebrating those who risk failure in pursuit of something meaningful.
  • Carl Rogers: A foundational humanistic psychologist, Rogers championed unconditional positive regard and authenticity in relationships, emphasizing the healing power of being seen and accepted as we are.
  • Abraham Maslow: Known for Maslow’s hierarchy of needs, he placed self-actualization—the fulfillment of one’s potential—at the top, arguing that courage to grow is what drives humans upward.
  • Viktor Frankl: The Holocaust survivor and psychiatrist described meaning as a central motivator in life, and wrote extensively on the courage necessary to find purpose even in hardship.
  • Angela Duckworth: A contemporary researcher, Duckworth studies grit, the combination of passion and perseverance, dovetailing with Brown’s view that courage sustains effort beyond comfort.

Together, these theorists shaped the understanding that thriving requires more than talent or intelligence—it demands the willingness to be vulnerable, to stumble, and to rise stronger.

Resonance of the Quote

“Today I choose courage over comfort” stands as a daily reminder to honour our values, even when ease and avoidance tempt us. Brown’s legacy is the call to action: Lead with heart. Embrace discomfort. Make the brave choice—not just once, but day after day, in ways that transform lives, organizations, and communities.

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Quote:  Brené Brown – researcher, storyteller and professor

Quote:  Brené Brown – researcher, storyteller and professor

“Blame is simply the discharging of discomfort and pain. It has an inverse relationship with accountability. Blaming is a way that we discharge anger.” – Brené Brown – researcher, storyteller, and professor

The quote emerges from Brené Brown’s extensive research into vulnerability, emotional intelligence, and the social dynamics of blame and accountability. As a renowned research professor, author, and speaker, Brown has spent decades exploring how people respond to adversity, shame, and imperfection, particularly in contexts that demand courage and connection.

This particular insight derives from Brown’s exploration of why people instinctively assign blame when confronted with pain or anger. Rather than solving problems or fostering growth, blame offers a false sense of relief—it shifts discomfort outward and temporarily soothes our own emotional turmoil. However, as Brown’s research demonstrates, blame is ultimately counterproductive; it consumes energy that could be spent on honest self-reflection and constructive dialogue, undermining the very possibility of real change or learning.

Brown shares candid, sometimes humorous stories about her own “blamer” tendencies, illuminating the universal nature of these behaviours and the courage required to break the cycle. She emphasizes that accountability—facing our role in situations, admitting mistakes, and communicating openly—demands vulnerability and resilience. True accountability opens the door to empathy, growth, and trust, while habitual blame keeps us defensive and disconnected.

Brown’s work on this subject has become foundational for leaders, educators, and organizations that prioritize psychological safety and high-functioning teams. Her call is not simply to reduce blame, but to build cultures where compassionate responsibility and honest conversations replace finger-pointing and shame.

The Person Behind the Quote: Brené Brown

Brené Brown is a research professor at the University of Houston and a visiting professor at the University of Texas at Austin McCombs School of Business. She is the author of multiple New York Times bestsellers, including Daring Greatly, The Gifts of Imperfection, and Dare to Lead, and is widely recognized for her TED talk, “The Power of Vulnerability,” which has been viewed by millions worldwide.

Brown’s career is distinguished by her focus on vulnerability, courage, authenticity, and shame. Her work bridges rigorous academic research with practical guidance, helping individuals and organizations harness the power of difficult emotions to foster deeper connection and greater innovation. Her thoughtful insights into the dynamics of blame and accountability have reshaped conversations in business, education, healthcare, and public service.

Leading Theorists Related to Blame and Accountability

The study of blame, accountability, and emotional process has roots in multiple fields, from psychology to conflict resolution. Notable contributors include:

  • Marshall B. Rosenberg: Creator of Nonviolent Communication (NVC), Rosenberg argued that blame and punitive mindsets perpetuate conflict rather than resolve it. He believed that all violence results from people tricking themselves into thinking their pain is caused by others, leading to cycles of blame and retribution. His teachings focus on empathy, personal responsibility, and compassionate dialogue.
  • Andy Stanley: In leadership and organizational theory, Stanley provides insight into the futility of blame as an agent of change. He famously noted, “People who blame things rarely change things. Blame is an unassailable change-avoidance strategy.” His perspective reinforces the notion that embracing accountability is essential for growth and problem-solving.
  • Albert Ellis: A notable psychologist and creator of Rational Emotive Behavior Therapy (REBT), Ellis emphasized personal accountability as central to emotional well-being. He taught that individuals must recognize and change their own irrational beliefs and reactions, including blaming others for their feelings and circumstances.
  • Aaron T. Beck: The father of cognitive therapy, Beck’s research into cognitive distortions highlights that blame is often a symptom of deeper misconceptions about self and others, impeding effective problem-solving and emotional regulation.

Together, these theorists—along with Brown’s own influential voice—have illuminated the traps of reflexive blame and the transformative potential of compassionate accountability. Their collective work speaks to a universal truth: To create lasting change and connection, we must be willing to move beyond blame, confront vulnerability, and embrace responsibility.

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Quote:  Brené Brown – researcher, storyteller, and professor

Quote:  Brené Brown – researcher, storyteller, and professor

“Courage starts with showing up and letting ourselves be seen.” – Brené Brown – researcher, storyteller, and professor

This quote from Brené Brown distills the essence of her two decades of research into a simple yet profound truth: True courage is rooted in vulnerability—the willingness to show up authentically and allow ourselves to be seen, despite uncertainty or risk. When Brown speaks of “showing up,” she refers to the act of engaging fully in life, relationships, workplaces, and communities, even when outcomes are uncertain or we fear judgment. The second half, “letting ourselves be seen,” invites individuals to move beyond façades, embrace their authentic selves, and risk openness in order to foster genuine connection and growth.

Brown’s work has illuminated how authentic leadership and meaningful relationships depend not on perfection or bravado, but on the willingness to be vulnerable. Her research demonstrates that courageous leadership, innovation, and resilient cultures emerge when people are supported in being seen as they are, imperfections and all.

Brown first brought this perspective into the public consciousness with her widely viewed TEDx talk, “The Power of Vulnerability,” where she explored the intersection of courage, vulnerability, and shame. Since then, she has expanded on these themes through bestsellers such as Daring Greatly, Dare to Lead, and The Gifts of Imperfection. The quote epitomizes her belief that vulnerability is not a weakness but the birthplace of innovation, creativity, and change.

About Brené Brown

Brené Brown is a research professor at the University of Houston, where she holds the Huffington Foundation Endowed Chair at the Graduate College of Social Work. She is also a visiting professor of management at the University of Texas at Austin McCombs School of Business. Brown’s work is grounded in qualitative research, focusing on the complex human experiences of courage, vulnerability, shame, and empathy.

She is the author of six #1 New York Times bestsellers and the host of the acclaimed podcasts Unlocking Us and Dare to Lead. Brown’s influence extends from academia into popular culture and organizations worldwide. Her TED talk, “The Power of Vulnerability,” ranks among the most viewed globally, reflecting her skill as a storyteller who marries in-depth research with accessible, relatable insights. She has also produced content for major platforms such as Netflix and HBO Max, further advancing conversations on leadership and emotional intelligence.

Leading Theorists Related to the Subject Matter

The study of courage, vulnerability, and personal growth is informed by a rich tapestry of psychological and sociological thought. In addition to Brown, several theorists have shaped the contemporary understanding of these topics:

  • Carl Rogers: A founding figure in humanistic psychology, Rogers emphasized the importance of unconditional positive regard and authentic self-expression, arguing that being truly seen by others fosters personal growth. His client-centered approach underpins much of the value placed on vulnerability in modern psychological practice.
  • Albert Bandura: Bandura’s work on self-efficacy and social learning underscores the significance of modeling behaviors—including the courage to take risks and reveal one’s authentic self—as mechanisms for individual and group development.
  • Kristin Neff: A pioneer in self-compassion research, Neff explores how self-kindness and mindfulness promote resilience and openness, particularly in the face of perceived failure or imperfection. Her work aligns closely with Brown’s focus on vulnerability and shame resilience.
  • James K. Stoller (and contemporaries in leadership science): Research on authentic leadership highlights that transparent, vulnerable leaders inspire trust, foster innovation, and achieve better outcomes in complex environments—a direct reflection of Brown’s themes.

Brown’s scholarship is uniquely influential because she bridges the academic and practical realms, showing how research-backed principles of courage and connection are essential not just for personal transformation, but for healthy organizations and communities. Her insight—that courage begins with the simple but costly act of showing up and being seen—speaks to a universal need and a timeless call to leadership and humanity.

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Quote:  Brené Brown – researcher, storyteller, and professor

Quote:  Brené Brown – researcher, storyteller, and professor

““Owning our story can be hard but not nearly as difficult as spending our lives running from it. Embracing our vulnerabilities is risky but not nearly as dangerous as giving up on love and belonging and joy – the experiences that make us the most vulnerable. Only when we are brave enough to explore the darkness will we discover the infinite power of our light.” – Brené Brown – researcher, storyteller, and professor

Brené Brown is a renowned researcher, storyteller, and professor whose work has fundamentally reshaped how we understand and engage with concepts such as vulnerability, courage, shame, and empathy. As a research professor at the University of Houston and the director of the Center for Daring Leadership at BetterUp, Brown has spent more than two decades delving into how these attributes shape our sense of connection, leadership, and psychological well-being.

The quote in question comes from Brown’s deep exploration into the “power of vulnerability.” Her seminal TEDx talk in 2010, The Power of Vulnerability, distilled a decade of academic research into a message that resonated around the world. Brown’s research revealed that embracing our vulnerabilities—not hiding from them—is essential for experiencing the fullness of love, belonging, and joy. She argues that running from our stories, especially those parts we hide out of shame, actually distances us from meaning, connection, and authenticity. True courage, she asserts, is found not in avoiding darkness or risk but in stepping into it, trusting that doing so reveals our deepest strengths.

Brown’s work is grounded in her use of qualitative research methods, particularly Grounded Theory, to analyse interviews and narratives across hundreds of individuals. This rigorous approach uncovered that resilience in the face of shame and the willingness to be open—rather than closed off—directly correlates with living a more fulfilling, wholehearted life.

Context of the Quote

“Owning our story can be hard but not nearly as difficult as spending our lives running from it…” encapsulates Brown’s thesis: the real danger lies not in being vulnerable but in refusing vulnerability altogether. In a world where self-presentation—magnified by social media and societal pressures—often feels safer than honesty, Brown’s research champions a countercultural embrace of openness. Her ideas have rapidly gained influence, particularly among younger generations striving for authenticity in both personal and professional spheres.

Influential Theorists and Roots of Brown’s Work

Brown’s scholarship is deeply interwoven with and builds upon major figures in psychology and human development:

  • Carl Rogers: A pioneer of humanistic psychology and client-centered therapy, Rogers emphasized unconditional positive regard and the importance of authenticity and self-acceptance in personal growth. His work set a foundation for understanding the power of vulnerability in relationships and self-development.

  • Viktor Frankl: Known for logotherapy and his book Man’s Search for Meaning, Frankl explored the critical human drive for purpose and meaning—ideas echoed in Brown’s focus on connection as life’s true source of meaning.

  • John Bowlby: The father of attachment theory, Bowlby’s research illustrated how early bonds shape our capacity for connection, trust, and vulnerability—a notion that Brown centers in her exploration of belonging and shame.

  • Alfred Adler: Adler’s work on inferiority, social connectedness, and the drive for significance deeply influenced subsequent understandings of resilience and self-worth, both of which are central to Brown’s research on shame and courage.

  • Harriet Lerner: A prominent psychologist and author on topics of shame and connection, Lerner helped shine a light on the role these experiences play in our sense of self and in relationships.

In the contemporary era, Kristin Neff—a psychologist and leading researcher on self-compassion—has also contributed to our understanding of the imperative for kindness towards oneself, a concept that complements Brown’s prescriptions for overcoming shame.

Brown’s Impact and Legacy

By fusing rigorous academic research with relatable storytelling, Brené Brown has made vulnerability, honesty, and emotional courage central tenets of modern leadership, organizational culture, and personal development. Her books, podcasts, and talks are credited with igniting global conversations about mental and emotional health—a legacy that continues to resonate through businesses, educational institutions, and social movements. Often described as offering “data with soul”, Brown’s work is both a call and a roadmap for embracing the fullness of our humanity, trusting that only by facing our darkness can we unlock the infinite power of our own light.

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Quote: Jim Collins – Author, academic

Quote: Jim Collins – Author, academic

“The most powerfully transformative executives possess a paradoxical mixture of personal humility and professional will. They are timid and ferocious. Shy and fearless. They are rare – and unstoppable.” – Jim Collins – Author, academic

Jim Collins, the author behind this quote, is a renowned figure in business thinking whose work has fundamentally shaped how organizations and leaders view greatness and transformation. Collins is best known for his ground-breaking research and best-selling books on business management, leadership, and organizational sustainability, with “Good to Great” standing out as a seminal text.

Jim Collins’ Backstory and Context of the Quote

Jim Collins began his professional journey with a Bachelor of Science in Mathematical Sciences from Stanford University, followed by an MBA from the Stanford Graduate School of Business. Early in his career, he worked at McKinsey & Company, where he witnessed first-hand the research that would underpin In Search of Excellence, one of the early classics in management literature.

His intellectual curiosity led him to academia, where he taught at Stanford’s Graduate School of Business and earned distinction for his contributions. It was during this period that Collins started asking probing questions: What sets truly great companies apart? How do ordinary organizations become exceptional? These explorations culminated in his influential research laboratory in Boulder, Colorado, where he worked with leaders from diverse sectors—corporate, non-profit, and even the military.

The featured quote exemplifies Collins’s insight from the “Level 5 Leadership” concept, introduced in Good to Great. Through extensive research, Collins and his team identified that the most transformative leaders combined personal humility with unwavering professional will. These leaders are not brash or self-aggrandizing; rather, their strength is paradoxical. They are both “timid and ferocious,” “shy and fearless,” embodying a rare blend of virtues that make them, as Collins notes, “unstoppable”. This philosophy challenged the then-prevailing myth that only charismatic, larger-than-life personalities could lead organizations to enduring success.

About Jim Collins

Jim Collins is recognized as a preeminent business thinker worldwide, having authored or co-authored six major works—including Built to Last, Good to Great, and How the Mighty Fall—that have collectively sold over ten million copies. Beyond his research and writing, Collins has worked as a consultant and teacher to executives in both the public and private sectors, and his influence extends far beyond academia. He has been shaped by mentorships with other leading thinkers, notably Peter Drucker, whom Collins has described as his greatest inspiration.

Leading Theorists Related to Transformative Leadership

The field of transformative and paradoxical leadership draws on a rich tradition of management thought:

  • Peter Drucker is considered the father of modern management and was a major influence on Collins. Drucker’s approach to management emphasized integrity, decentralization, and a focus on results rather than charisma or force of personality. Drucker’s writings, including The Practice of Management, underpin much of today’s thinking on leadership effectiveness and long-term organizational success.
  • Tom Peters and Robert Waterman were pivotal figures in developing the excellence movement with their book In Search of Excellence. Their research, which Collins encountered during his time at McKinsey, focused on the traits that distinguish high-performing organizations, including the importance of strong yet humble leadership.
  • Warren Bennis contributed significantly to leadership studies, particularly around authentic leadership—leaders who are self-aware, guided by values, and able to inspire trust and performance within teams.
  • John Kotter is known for his work on leading organizational change, emphasizing that effective transformational leaders create a sense of urgency, craft a vision, and empower others—a framework that complements Collins’s observations on humility and will.
  • James MacGregor Burns introduced the concept of transformational leadership, describing leaders who motivate followers by raising their level of morality and motivation, echoing Collins’s findings about humility and aspiration.

Legacy and Impact

The synthesis of personal humility and professional will continues to redefine what is expected of leaders in business and beyond. Collins’s insights have inspired executives and aspiring leaders to seek greatness not through ego or bravado, but through resilience, discipline, and a quiet but relentless drive for excellence. His ongoing contributions keep shaping new generations of leaders in pursuit of not just success, but true and enduring greatness.

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Quote: Shannon L. Alder – Author, therapist

Quote: Shannon L. Alder – Author, therapist

“You have two choices in life when it comes to truthful observations by others that anger you: You can be ashamed and cover it up by letting your pride take you in the extreme opposite direction, in order to make the point that they are wrong. Or, you can break down the walls of pride by accepting vulnerability as a strength, not a weakness. As you walk through your vulnerability, you will meet humility on the way to courage. From here, courage allows us to let go of shame and rise higher into the person we are meant to be, not the person that needs to be right. This is the road to confidence and self worth.” – Shannon L. Alder – Author, therapist

Shannon L. Alder is an American inspirational author and therapist known for her practical wisdom and deeply empathetic approach to personal growth and relationships. Born in New Mexico in 1970, Alder has built a reputation as a widely quoted writer, with her insights appearing in over 300 books by other authors and extensive online publications. Her works include bestsellers like 300 Questions to Ask Your Parents Before It’s Too Late, 300 Questions LDS Couples Should Ask Before Marriage, and The Narcissistic Abuse Recovery Bible, among others.

Alder’s writing is renowned for its direct, nurturing style that invites readers to confront personal truths and seek healing without shame. She draws from her dual experience as a therapist—specializing in recovery from emotional and narcissistic abuse—and as someone who has herself faced and overcome adversity. This combination gives her a unique authority and compassion for the complexities of vulnerability, humility, and courage.

Alder is also known for her “Shannonisms”—aphoristic expressions and bite-sized reflections that circulate widely on social media and in motivational literature. Her focus on vulnerability as a strength, not a weakness, is a cornerstone of her message. She encourages readers to see the act of opening oneself to discomfort and critique as an entry point not to shame, but to authentic self-worth and confidence.

Context of the Quote

The featured quote is drawn from Alder’s exploration of how individuals respond to truthful, sometimes uncomfortable observations from others. She contrasts two paths:

  • One is the instinct to react defensively, allowing pride to shield us by rejecting or countering criticism.
  • The other is to dismantle pride and embrace vulnerability, which is not self-defeat but the groundwork for genuine humility.

Alder suggests that “as you walk through your vulnerability, you will meet humility on the way to courage.” In this philosophy, humility is not about humiliation but about openness to growth. With humility comes courage—the courage to release shame and become the person one is truly meant to be, rather than someone fixated on being right. The result is true confidence and self-worth, achieved through acceptance and transformation rather than avoidance or denial.

Leading Theorists and Intellectual Context

While Shannon L. Alder’s work is highly personal and practical, her ideas align with and echo several major theorists in psychology and personal development:

 
Theorist
Contribution
Brené Brown
Central to modern understanding of vulnerability. In her landmark research, Brown frames vulnerability as the birthplace of courage, creativity, and belonging—paralleling Alder’s emphasis on embracing vulnerability to develop courage and self-worth.
Carl Rogers
Developer of person-centered therapy, Rogers highlighted the importance of authenticity, genuineness, and unconditional positive regard. He believed true growth happens when people accept themselves without pretense—ideas mirrored in Alder’s advocacy for vulnerability as transformative.
Tara Brach
As a psychologist and teacher, Brach’s work on radical acceptance and self-compassion resonates with Alder’s encouragement to let go of shame and move toward genuine self-acceptance and confidence.
Kristin Neff
Pioneered research on self-compassion, which involves treating oneself with kindness during failures and inadequacies—a prerequisite for the humility and courage Alder describes.

Alder’s insights are thus part of a rich tradition that challenges ingrained beliefs about strength, urging us to see openness, humility, and self-reflection as the true sources of personal growth and leadership.

Summary of the Insight

Shannon L. Alder invites us to reconsider our reflex to defend pride and instead walk courageously through vulnerability. The journey she describes is not merely personal but universal—one that has been explored by leading minds in psychology and embraced in modern thinking about what it means to live authentically and lead with empathy. Her words serve as both comfort and call to action: to value truth, abandon defensive pride, and step into the ever-rising cycle of humility, courage, and self-worth

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Quote: R.D. Laing – Scottish psychiatrist

Quote: R.D. Laing – Scottish psychiatrist

“The range of what we think and do is limited by what we fail to notice. And because we fail to notice that we fail to notice, there is little we can do to change; until we notice how failing to notice shapes our thoughts and deeds.” – R.D. Laing – Scottish psychiatrist

The quote is among the most incisive observations made by R. D. Laing, a Scottish psychiatrist whose work fundamentally reshaped how the world understands mental health, perception, and consciousness.

This reflection appears in Daniel Goleman’s Vital Lies, Simple Truths, a seminal work on the psychology of self-deception and the mechanisms by which individuals and institutions hide painful truths from themselves. Goleman’s book explores how the human mind deploys subtle avoidance strategies, not merely to escape uncomfortable realities, but to shield entire frameworks of thought from scrutiny. Laing’s insight captures the paradox that the greatest limitations on our freedom and awareness stem from that which remains invisible to us—not out of malice or ignorance, but precisely because the act of not noticing is itself unnoticed.

Laing’s statement addresses a core theme in Vital Lies, Simple Truths: the mental blind spots that arise from habitual thinking, cultural conditioning, and social pressures. Only by cultivating awareness of these patterns can individuals or organizations begin to expand their potential for change and adaptation.

R. D. Laing: The Person Behind the Quote

Ronald David Laing (1927–1989) was a British psychiatrist whose career challenged the mainstream conventions of psychiatry, particularly in the treatment and understanding of schizophrenia. He emerged as a leading voice in what was labeled the “anti-psychiatry” movement (though Laing himself rejected this term). Rather than viewing psychosis as a biological flaw to be chemically or physically corrected, Laing argued that “madness” was often a meaningful—if deeply troubled—response to untenable situations, usually within the structure of the family or society.

Laing was deeply influenced by existentialist and phenomenologist philosophers such as Nietzsche, Husserl, Heidegger, Sartre, Jaspers, and Merleau-Ponty. He believed that the lived experience of the patient—what they perceived, thought, and felt—was central, and should be taken seriously as an expression of existential reality. In his explorations, Laing even traveled to Asia to study Buddhist meditation, seeking insights into the nature of consciousness and the boundaries of perception.

Laing’s clinical innovations included his willingness to simply sit with deeply disturbed patients, listening without preconceptions and attempting to understand the “existential truth” behind their symptoms. He rejected the prevailing emphasis on physical treatments such as electroshock and lobotomy, advocating for a more humane, attentive, and socially aware psychiatry.

Theoretical Foundations and Leading Thinkers

Laing’s work was at the intersection of multiple influential currents:

  • Harry Stack Sullivan: Emphasized interpersonal relationships in shaping mental health, influencing Laing to seek real (not merely imagined) sources of psychological distress.
  • Gregory Bateson: Developed the “double bind” theory, positing that schizophrenia can arise from chronic exposure to contradictory messages, particularly in families. Laing built on this by suggesting that psychotic speech and behavior are attempts to communicate otherwise unutterable distress.
  • Karl Jaspers: While Jaspers deemed many symptoms “un-understandable,” Laing countered by insisting that even the most bizarre expressions of mental illness had personal and social meaning.
  • Michel Foucault and David Cooper: Fellow critics of mainstream psychiatry, these thinkers argued that the construction of “madness” is shaped by historical, social, and political forces.

Together, these theorists challenged the reduction of mental suffering to mere biochemical imbalance, insisting on the complex interplay between individual perception, family structure, social context, and culture.

The Subject’s Lasting Impact

Laing’s approach—and the insight captured in the quote—remains vital today, not just in psychiatry but in any domain where awareness, self-limitation, and the unseen forces shaping behaviour are of concern. His work underscores the necessity of noticing our own blind spots, because only from that awareness can meaningful change originate. The journey toward transformation, personally or collectively, begins with “noticing what we fail to notice”—and recognizing how our unnoticed frames of reference define what we believe is possible.

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Quote: Peter Senge – The Fifth Discipline: The Art and Practice of The Learning Organization

Quote: Peter Senge – The Fifth Discipline: The Art and Practice of The Learning Organization

“Today’s problems come from yesterday’s ‘solutions.’” – Peter Senge – The Fifth Discipline: The Art and Practice of The Learning Organization

Senge’s law encapsulates a key insight from systems thinking: the unintended consequences of solutions, especially those that address only symptoms rather than root causes, can generate even greater problems over time.

Senge illustrates this principle with vivid examples and analogies. For instance, he recounts the story of a canoer trapped in a swirling backwash at the foot of a dam: the canoer’s instinctive but misguided efforts to fight the current only make matters worse. The only path to safety is a counterintuitive one—diving down, rather than struggling at the surface. This metaphor captures how intuitive, short-term problem-solving often intensifies the underlying, systemic issues.

The broader point Senge makes is that organizations (and people) often rely on quick fixes—what he calls “symptomatic solutions”—that deliver temporary relief but fail to address the deeper forces shaping outcomes. For example, a business struggling with declining sales might launch aggressive discounting or cut costs. While these measures may provide a short-term boost, they can erode brand value or employee morale, creating new problems down the line. Over time, organizations find themselves trapped in cycles where yesterday’s fixes become the root of today’s difficulties.

Senge’s insight is that “structures of which we are unaware hold us prisoner.” Without a systems perspective, leaders and teams repeatedly apply solutions that only reinforce problematic patterns, trapping organizations in cycles of recurring crises. Only by looking for underlying structures—feedback loops, delayed effects, and hidden interconnections—can organizations find lasting, transformative solutions.

Backstory on Peter Senge

Peter Senge is an American systems scientist, organizational theorist, and Senior Lecturer at MIT Sloan School of Management. He is internationally recognized for his pioneering work in organizational learning and systems thinking.

Senge’s reputation is founded on his landmark book, The Fifth Discipline (1990), where he introduced the concept of the “learning organization”—an entity capable not only of adapting to change but of continually transforming itself by learning at every level. He identifies five “disciplines” necessary for creating such organizations:

  • Personal Mastery: Commitment to individual learning and self-development.
  • Mental Models: Surfacing and challenging ingrained assumptions and beliefs.
  • Building Shared Vision: Creating collective commitment to a desired future.
  • Team Learning: Developing group capabilities for dialogue and collaborative problem-solving.
  • Systems Thinking: Understanding patterns, feedback loops, and the interconnectedness of organizational life.

Senge’s work synthesized insights from cybernetics, organizational development, and psychological research into a coherent framework for navigating complexity and change. His influence extends globally, shaping how leaders, organizations, and even educational institutions approach learning, adaptation, and long-term change.

Through his writing, teaching, and consulting, Senge has helped countless organizations recognize the pitfalls of linear thinking and reactive solutions, and guided them toward more holistic, systemic approaches to problem-solving and innovation.

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Quote: Jim Collins – Turning the Flywheel: A Monograph to Accompany Good to Great

Quote: Jim Collins – Turning the Flywheel: A Monograph to Accompany Good to Great

“Each turn builds upon previous work as you make a series of good decisions, supremely well executed, that compound one upon another. This is how you build greatness.” – Jim Collins – Turning the Flywheel: A Monograph to Accompany Good to Great

The flywheel effect is central to Jim Collins’ research into organizational excellence, first articulated in his book Good to Great. Collins uses the metaphor of a massive, heavy flywheel that requires enormous effort to start turning, but with consistent, patient pushes in the same direction, it incrementally gains speed and momentum. Eventually, the flywheel’s own weight works for you—it spins faster with each push, each rotation building on the last. At a certain point, momentum takes over, and what was once slow-going becomes a force of near-uncontrollable acceleration.

“Each turn of the flywheel builds upon work done earlier, compounding your investment of effort.”

The logic of momentum underpins Collins’ flywheel: each action drives the next in a reinforcing loop, creating an inevitable-seeming sequence of growth and progress. The flywheel is not a single dramatic breakthrough or magic moment, but the result of persistent, disciplined effort and focus. In company transformations Collins studied, there was never a single defining action, no grand program, no solitary lucky break. Instead, it was turning the flywheel—consistent efforts, smart decisions, and well-executed plans compounding over time—that led to greatness.

This principle is nearly synonymous with what strategists call a virtuous circle (or cycle): a self-reinforcing loop where positive effects breed more positive effects, creating sustainable competitive advantages. In Collins’ version, the flywheel’s logic is customized for each organization; the key is to rigorously define what specific actions drive momentum in your context. Amazon’s flywheel, for instance, links lower prices to increased customer visits, which lead to more sellers, greater selection, and further efficiency gains.

Other Strategy Thinkers on Virtuous Cycles

The flywheel/virtuous cycle concept, while popularized by Collins, has echoes in earlier and parallel strategic thinking:

  • W. Edwards Deming described improvement “cycles” (Plan-Do-Check-Act) for quality and productivity—a precursor to the idea of reinforcing loops.
  • Peter Senge’s Fifth Discipline (1990) explores “reinforcing feedback loops” in systems thinking, where actions create conditions that reinforce even more powerful actions.
  • Clayton Christensen discussed “resource allocation processes” and how success can generate more resources for innovation and reinvestment, fueling further competitive advantage.
  • Michael Porter’s value chain analysis similarly identifies how interlinking activities can reinforce and sustain competitive advantage.
  • Chris Zook describes how companies that focus on their core, and then repeat and scale what works, create feedback loops where each cycle of success builds and strengthens the business, making future growth even easier and more likely.

Despite these similarities, Jim Collins is most directly associated with the flywheel metaphor and its systematic application to corporate strategy and transformation.

The Backstory of Jim Collins

Jim Collins is an American researcher, author, consultant, and lecturer focused on business management and company sustainability and growth. Born in 1958, Collins began his career as a faculty member at the Stanford Graduate School of Business, where he received the Distinguished Teaching Award. He later established a management laboratory in Boulder, Colorado, to conduct research into what makes companies thrive over the long term.

Collins is best known for his books:

  • Built to Last (with Jerry I. Porras), which explores what makes visionary companies endure
  • Good to Great, his most influential work, where he identifies the characteristics and behavioral patterns that distinguish truly great companies from merely good ones.
  • Turning the Flywheel, a monograph expanding on the flywheel concept.

His research is marked by rigorous empirical study. Collins and his teams comb through vast amounts of data, conducting years-long studies that compare companies that outperform their peers. His approach is analytical and data-driven, using matched-pair comparisons and case studies to extract patterns and frameworks.

Collins’ impact on the field of strategy and management is significant. His concepts—the flywheel effect, the hedgehog concept, Level 5 leadership—have become part of the modern management lexicon. His frameworks are valued for their clarity, broad applicability, and deep empirical grounding, making him one of the most respected thought leaders in business strategy and organizational development today.

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Quote: Yann LeCun – Chief AI Scientist at Meta

Quote: Yann LeCun – Chief AI Scientist at Meta

“Before we reach human-level AI, we will have to reach cat-level AI and dog-level AI.” – Yann LeCun – Chief AI Scientist at Meta

Yann LeCun, a pioneering figure in artificial intelligence, is globally recognized for his foundational contributions to deep learning and neural networks. As the Chief AI Scientist at Meta (formerly Facebook) and a Silver Professor at New York University’s Courant Institute, LeCun has been instrumental in advancing technologies that underlie today’s AI systems, including convolutional neural networks (CNNs), which are now fundamental to image and pattern recognition in both industry and research.

LeCun’s journey in AI began in the late 1980s, when much of the scientific community considered neural networks to be a dead end. Undeterred, LeCun, alongside peers such as Geoffrey Hinton and Yoshua Bengio, continued to develop these models, ultimately proving their immense value. His early successes included developing neural networks capable of recognizing handwritten characters—a technology that became widely used by banks for automated check reading by the late 1990s.This unwavering commitment to neural networks earned LeCun, Hinton, and Bengio the 2018 Turing Award, often dubbed the “Nobel Prize of Computing,” and solidified their standing as the “Godfathers of AI”.

The quote, “Before we reach human-level AI, we will have to reach cat-level AI and dog-level AI,” encapsulates LeCun’s pragmatic approach to artificial intelligence. He emphasizes that replicating the full suite of human cognitive abilities is a long-term goal—one that cannot be achieved without first creating machines that can perceive, interpret, and interact with the world with the flexibility, intuition, and sensory-motor integration seen in animals like cats and dogs. Unlike current AI, which excels in narrow, well-defined tasks, a cat or a dog can navigate complex, uncertain environments, learn from limited experience, and adapt fluidly—capabilities that still elude artificial agents. LeCun’s perspective highlights the importance of incremental progress in AI: only by mastering the subtleties of animal intelligence can we aspire to build machines that match or surpass human cognition.

LeCun’s work continues to shape how researchers and industry leaders think about the future of AI—not as an overnight leap to artificial general intelligence, but as a gradual journey through, and beyond, the marvels of natural intelligence found throughout the animal kingdom.

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Quote: Andrew Ng – AI Guru

Quote: Andrew Ng – AI Guru

“For the majority of businesses, focus on building applications using agentic workflows rather than solely scaling traditional AI. That’s where the greatest opportunity lies.” – Andrew Ng – AI Guru

Andrew Ng is widely recognized as a pioneering figure in artificial intelligence, renowned for his roles as co-founder of Google Brain, former chief scientist at Baidu, and founder of DeepLearning.AI and Landing AI. His work has shaped the trajectory of modern AI, influencing its academic, industrial, and entrepreneurial development on a global scale.

The quote “For the majority of businesses, focus on building applications using agentic workflows rather than solely scaling traditional AI. That’s where the greatest opportunity lies.” captures a key transformation underway in how organizations approach AI adoption. Ng delivered this insight during a Luminary Talk at the Snowflake Summit in June 2024, in a discussion centered on the rise of agentic workflows within AI applications.

Historically, businesses have harnessed AI by leveraging static, rule-based automation or applying large language models to single-step tasks—prompting a system to generate a document or answer a question in one go. Ng argues this paradigm is now giving way to a new era driven by AI agents capable of multi-step reasoning, planning, tool use, and collaboration—what he terms “agentic workflows”.

Agentic workflows differ from traditional approaches by allowing autonomous AI agents to adapt, break down complex projects, and iterate in real time, much as a human team might tackle a multifaceted problem. For example, instead of a single prompt generating a sales report, an AI agent in an agentic workflow could gather the relevant data, perform analysis, adjust its approach based on interim findings, and refine the output after successive rounds of review and self-critique. Ng has highlighted design patterns such as reflection, planning, multi-agent collaboration, and dynamic tool use as central to these workflows.

Ng’s perspective is that businesses stand to gain the most not merely from increasing the size or data intake of AI models, but from designing systems where AI agents can independently coordinate and accomplish sophisticated goals. He likens this shift to the leap from single-threaded to multi-threaded computing, opening up exponential gains in capability and value creation.

For business leaders, Andrew Ng’s vision offers a roadmap: the frontier of competitive advantage lies in reimagining how AI-powered agents are integrated into business processes, unlocking new possibilities for efficiency, innovation, and scalability that go beyond what traditional, “one-shot” AI can deliver.

Ng continues to lead at the intersection of AI innovation and practical business strategy, championing agentic AI as the next great leap for organizations seeking to realize the full promise of artificial intelligence.

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Quote: Ilya Sutskever – Safe Superintelligence

Quote: Ilya Sutskever – Safe Superintelligence

“AI will do all the things that we can do. Not just some of them, but all of them. The big question is what happens then: Those are dramatic questions… the rate of progress will become really extremely fast for some time at least, resulting in unimaginable things. And in some sense, whether you like it or not, your life is going to be affected by AI to a great extent.” –  Ilya Sutskever – Safe Superintelligence

Ilya Sutskever stands among the most influential figures shaping the modern landscape of artificial intelligence. Born in Russia and raised in Israel and Canada, Sutskever’s early fascination with mathematics and computer programming led him to the University of Toronto, where he studied under the legendary Geoffrey Hinton. His doctoral work broke new ground in deep learning, particularly in developing recurrent neural networks and sequence modeling—technologies that underpin much of today’s AI-driven language and translation systems.

Sutskever’s career is marked by a series of transformative achievements. He co-invented AlexNet, a neural network that revolutionized computer vision and triggered the deep learning renaissance. At Google Brain, he advanced sequence-to-sequence models, laying the foundation for breakthroughs in machine translation. As a co-founder and chief scientist at OpenAI, Sutskever played a pivotal role in developing the GPT series of language models, which have redefined what machines can achieve in natural language understanding and generation.

Beyond his technical contributions, Sutskever is recognized for his thought leadership on the societal implications of AI. He has consistently emphasized the unpredictable nature of advanced AI systems, particularly as they acquire reasoning capabilities that may outstrip human understanding. His recent work focuses on AI safety and alignment, co-founding Safe Superintelligence Inc. to ensure that future superintelligent systems act in ways beneficial to humanity.

The quote featured today encapsulates Sutskever’s vision: a world where AI’s capabilities will extend to all domains of human endeavor, bringing about rapid and profound change. For business leaders and strategists, his words are both a warning and a call to action—highlighting the necessity of anticipating technological disruption and embracing innovation at a pace that matches AI’s accelerating trajectory.

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Quote: Alexander Osterwalder – Author

Quote: Alexander Osterwalder – Author

“The Value Proposition is the reason why customers turn to one company over another. It solves a customer problem or satisfies a customer need. Each Value Proposition consists of a selected bundle of products and/or services that caters to the requirements of a specific Customer Segment. In this sense, the Value Proposition is an aggregation, or bundle, of benefits that a company offers customers.”
– Alexander Osterwalder, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers

Alexander Osterwalder is recognized as one of the most influential voices in modern business strategy and innovation. Born in Switzerland in 1974, Osterwalder began his academic journey with an MA in Political Science from the University of Lausanne and went on to earn a PhD in Management Information Systems. His doctoral thesis, “The Business Model Ontology,” laid the groundwork for what would become his most celebrated contribution: the Business Model Canvas—a visual framework now used worldwide to clarify, communicate, and innovate business models.

Osterwalder’s thinking centers on providing systematic, accessible tools for organizations to navigate increasingly complex markets. With the Business Model Canvas, co-created with Professor Yves Pigneur, Osterwalder offered a practical, visual language to identify key elements of any business—including the crucial “Value Proposition.” This component addresses the heart of why customers choose one company over another by aggregating products and services to solve specific customer problems or fulfill unique needs.

The quote featured in “Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers” encapsulates Osterwalder’s belief that a company’s success is rooted not just in what it sells, but in its ability to deliver real, distinctive value to a specific customer segment. This insight was formed through years of collaboration with hundreds of practitioners and scholars, resulting in a global bestseller that has shaped how industries—from startups to Fortune 500 giants—develop and articulate their strategies.

As founder and CEO of Strategyzer, Osterwalder continues to play a pivotal role in equipping businesses with methodologies and tools for growth and transformation. His influence extends through his writing, keynote addresses at global conferences, and as a visiting professor at IMD. Osterwalder’s work remains a north star for organizations seeking clarity and competitive advantage in a world defined by rapid change.

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