Leadership Quotes

अन्य महिला निर्देशकों के लिए मेरी सलाह है कि ऐसे लोगों की तलाश करें जो वास्तव में आपके विजन की सराहना करें और आपका दिल से साथ देने को तैयार हों। जब अलग-अलग कट्स पर अपने सुझाव देने की बात आए, तो यदि आपके पास कोई समझदार निर्माता (प्रड्यूसर) है, तो उसकी बात ज़रूर सुनें!

My advice for other female directors is look for people who really appreciate your vision and are willing to genuinely support you. When it comes time to taking notes on various cuts, if you have a smart producer, listen to her notes!

My advice for other female directors is look for people who really appreciate your vision and are willing to genuinely support you. When it comes time to taking notes on various cuts, if you have a smart producer, listen to her notes!

मेरे पास एक स्ट्रेंथ और कंडीशनिंग कोच है, एक वेट्स कोच है, लेकिन जरूरत पड़ने पर मेरे लिए एक न्यूट्रिशनिस्ट, एक फिजियोथेरेपिस्ट और एक मैसयुअर भी उपलब्ध हैं। यह एक काफी अच्छा नेटवर्क है। इसके अलावा मेरे पास स्पोर्ट्स साइंटिस्ट भी हैं जो तकनीकी जानकारी रिकॉर्ड करते हैं, ताकि रेस के बाद, हम वीडियो का विश्लेषण कर सकें और केवल अपने और अन्य प्रतिस्पर्धियों के बीच ही नहीं, बल्कि मेरे और मेरे अब तक के सबसे बेहतरीन प्रदर्शन के बीच तुलना कर सकें। मैं इन लोगों के बिना यह सब नहीं कर सकता था, लेकिन सारा श्रेय अकेले मुझे ही मिलता है।

I've got a strength and conditioning coach, a weights coach, but I've also got a nutritionist, a physiotherapist and a masseur available to me if I need it. It's quite a good network. I've also got sports scientists who record the technical information, so that, after the race, we can analyse the video and check comparisons between, not only me and the other competitors, but me and my best performance. I couldn't do it without these guys, but I'm the one who gets all the credit.

I've got a strength and conditioning coach, a weights coach, but I've also got a nutritionist, a physiotherapist and a masseur available to me if I need it. It's quite a good network. I've also got sports scientists who record the technical information, so that, after the race, we can analyse the video and check comparisons between, not only me and the other competitors, but me and my best performance. I couldn't do it without these guys, but I'm the one who gets all the credit.

ऐप्पल ने ऐसे टूल्स बनाए जिन्होंने लोगों को अपनी रचनात्मकता व्यक्त करने में मदद की और स्टीव जॉब्स यह बात अच्छी तरह जानते थे, इसलिए उन्होंने इस कहानी को बेहतरीन तरीके से पेश किया। लेकिन फेसबुक ऐसे टूल्स बनाता है जो लोगों को आपस में जोड़ते हैं और मार्क जुकरबर्ग कोई कहानीकार नहीं हैं। इसके बावजूद, वह एक सफल नेता बन गए हैं क्योंकि उनके उत्पाद किसी समस्या को सुलझाने में बेहद उम्दा काम करते हैं।

Apple made tools that helped people express their creativity and Steve Jobs knew that so he told that story well. But Facebook makes tools that help people connect and Mark Zuckerberg is hardly a story-teller. Nevertheless, he's become a leader because his products do such a good job of solving a problem.

Apple made tools that helped people express their creativity and Steve Jobs knew that so he told that story well. But Facebook makes tools that help people connect and Mark Zuckerberg is hardly a story-teller. Nevertheless, he's become a leader because his products do such a good job of solving a problem.

1993 में सत्ता संभालने के तुरंत बाद, राष्ट्रपति बिल क्लिंटन और उपराष्ट्रपति अल गोर ने अमेरिकी प्रौद्योगिकी नीति में बदलाव की मांग की, ताकि निजी उद्योगों के साथ साझेदारी में सार्वजनिक निवेश को बढ़ाया जा सके।

Shortly after taking office in 1993, President Bill Clinton and Vice President Al Gore called for a shift in American technology policy toward an expansion of public investments in partnerships with private industry.

Shortly after taking office in 1993, President Bill Clinton and Vice President Al Gore called for a shift in American technology policy toward an expansion of public investments in partnerships with private industry.

एक लेबल होने के नाते, हमने बिजनेस के उस हिस्से को पूरी तरह से हटा दिया जो ऐसे लोगों को छांटने में जाता है जिन्हें कोई परवाह नहीं है या जो यह नहीं समझ पाते कि आप क्या करना चाहते हैं। हम सीधे ऐसे लोगों को काम पर रख सकते हैं और उनके साथ काम कर सकते हैं जो इसे समझते हैं - जो यह जानते हैं कि इस प्रोजेक्ट का असल मकसद क्या है। जब आप किसी दूसरी कंपनी के लेबल के साथ होते हैं, तो आप बस यही उम्मीद करते रहते हैं कि कोई आगे आकर आपके लिए काम करेगा। ज्यादातर बैंड्स का यही हाल होता है, "काश वे ऐसा कर दें। काश वे इसका प्रमोशन कर दें।" लेकिन खुद अपना लेबल होने की वजह से, हमें बिल्कुल पता होता है कि क्या हो रहा है।

For us, being a label, we took out the whole aspect of the business that goes into sifting through people who don't care, who don't get what you're trying to do. We can just hire and work with people who get it - the people who understand what this project is about. When you're on a label, you're just hoping somebody will stick their neck out and work for you. Most bands are just like, "I hope they do it. I hope they promote it." But being a label, we know exactly what's happening.

For us, being a label, we took out the whole aspect of the business that goes into sifting through people who don't care, who don't get what you're trying to do. We can just hire and work with people who get it - the people who understand what this project is about. When you're on a label, you're just hoping somebody will stick their neck out and work for you. Most bands are just like, "I hope they do it. I hope they promote it." But being a label, we know exactly what's happening.

जर्मनी हमेशा से 27 देशों वाले यूरोपीय संघ के पक्ष में रहा है। लेकिन एकीकरण की दिशा में आगे बढ़ने के प्रति ब्रिटेन के लगातार विरोध को देखते हुए, जैसा कि हमने राजकोषीय समझौते में देखा, इस मामले में मेरी उम्मीदों की भी एक सीमा है। यह पूरी तरह संभव है कि हमें पहले यूरो क्षेत्र के लिए नए संस्थान बनाने पड़ें।

Germany has always stood for an E.U. of the 27 countries. But in light of Britain's continued resistance to further integration steps, as we saw with the fiscal pact, there are limits to my optimism in this regard. It's quite possible that we will have to create the new institutions for the euro zone first.

Germany has always stood for an E.U. of the 27 countries. But in light of Britain's continued resistance to further integration steps, as we saw with the fiscal pact, there are limits to my optimism in this regard. It's quite possible that we will have to create the new institutions for the euro zone first.

मैं इसे एक वास्तविक मुकाबले के रूप में देखता हूँ। हम एक ऐसे व्यवसाय में हैं जहाँ, आप जानते ही हैं, यहाँ कोई बच्चे नहीं हैं। आप मैदान पर उतरिए, अपनी जगह खुद जीतिए और उसे अपने नाम कीजिए। प्रबंधन ने मुझे ज्यादातर यही बताया है कि हम सबसे अच्छे खिलाड़ियों को ही खिलाएंगे। ज़ाहिर है, आपको कॉन्ट्रैक्ट जैसी बातों पर भी विचार करना पड़ता है—यह खेल की एक सच्चाई है। लेकिन फिर भी, जब अंत में फैसला लेने की बात आती है, तो हम उसी खिलाड़ी को चुनेंगे जो उस जगह का हकदार है।

I view it as a real competition. We're in a business where, you know what, there's no babies here. You go out, win the job and take it. I've been told by management, for the most part, that we're going to play the best people. Obviously, you've got to consider stuff like contracts - that's a reality of the game. But still, when it gets down to it, we're going to try and pick the guy that deserves to win the job.

I view it as a real competition. We're in a business where, you know what, there's no babies here. You go out, win the job and take it. I've been told by management, for the most part, that we're going to play the best people. Obviously, you've got to consider stuff like contracts - that's a reality of the game. But still, when it gets down to it, we're going to try and pick the guy that deserves to win the job.

मैं जानता हूँ कि मैं इस देश को बचा सकता हूँ और मेरे अलावा कोई और ऐसा नहीं कर सकता।

I know that I can save this country and that no one else can.

I know that I can save this country and that no one else can.

मुझसे अक्सर अब्राहम लिंकन की भूलों और कमियों के बारे में पूछा जाता है; उन्होंने यकीनन कुछ गलतियाँ की थीं। राष्ट्रपति लिंकन पुस्तक में मेरा एक अध्याय 'पॉहवाटन प्रकरण' पर है, जो शुरुआती दिनों में एक बहुत बड़ी गड़बड़ी थी — बिल्कुल 'सम्टर प्रकरण' की तरह। लिंकन ने ऐसे कागज़ों पर हस्ताक्षर कर दिए जिन पर उन्हें नहीं करने चाहिए थे, और एक ही जहाज़ को दो अलग-अलग कप्तानों के साथ दो अलग-अलग जगहों पर भेज दिया गया, आदि। गनीमत यह रही कि कोई बड़ा नुकसान नहीं हुआ। लिंकन ने इसकी पूरी ज़िम्मेदारी अपने ऊपर ली और फिर कभी ऐसा कुछ नहीं किया।

I am asked often about Abraham Lincoln's mistakes and faults; he certainly made some mistakes. I have chapter in President Lincoln about the Powhatan affair that was a royal screw-up in the early days - right alongside the Sumter affair. Lincoln signed letters he should not signed, and the ship was sent to two places at one under two captains etc. Fortunately, no great harm. Lincoln took the blame and did not do anything like that again.

I am asked often about Abraham Lincoln's mistakes and faults; he certainly made some mistakes. I have chapter in President Lincoln about the Powhatan affair that was a royal screw-up in the early days - right alongside the Sumter affair. Lincoln signed letters he should not signed, and the ship was sent to two places at one under two captains etc. Fortunately, no great harm. Lincoln took the blame and did not do anything like that again.

ظاہر ہے کہ جدید مالیاتی ریگولیٹرز ہم جیسے مالیاتی ریگولیٹرز کے مقابلے میں پچیس سال پہلے کہیں زیادہ چالاک ہیں — کیونکہ ہم نے کبھی یہ نہیں سوچا تھا کہ مالیاتی استحکام کی کلید دنیا کے سب سے بڑے مالیاتی اداروں کی باگ ڈور مجرموں کے ہاتھ میں چھوڑ دینا ہے۔

Apparently modern financial regulators are vastly more sophisticated than we were as financial regulators 25 years ago - because we had never figured out that the key to financial stability was leaving felons in charge of the largest financial institutions in the world.

Apparently modern financial regulators are vastly more sophisticated than we were as financial regulators 25 years ago - because we had never figured out that the key to financial stability was leaving felons in charge of the largest financial institutions in the world.

بڑے بینکاروں نے بظاہر یہ فیصلہ کر لیا ہے کہ بار بار قانون کی خلاف ورزی کرنا ان کے مالی مفاد میں ہے۔

The senior bankers have obviously decided that it is in their financial interest to repeatedly violate the law.

The senior bankers have obviously decided that it is in their financial interest to repeatedly violate the law.

बैंक को लूटने का सबसे अच्छा तरीका है कि आप खुद उसके मालिक बन जाएं।

Best way to rob a bank is to own one.

Best way to rob a bank is to own one.

हो ची मिन्ह ने शायद ही कभी सुन त्ज़ु के बारे में लिखा हो, लेकिन जब भी उन्होंने इस प्राचीन चीनी सैन्य रणनीतिकार का उल्लेख किया, तो हमेशा उनकी प्रशंसा की, और कभी-कभी वियतनामी क्रांतिकारी आंदोलन के पालन के लिए उनके विचारों को एक आदर्श के रूप में प्रस्तुत किया।

Ho Chi Minh rarely wrote about Sun Tzu, but when he did mention the ancient Chinese military strategist, he was always laudatory, and he sometimes cited his ideas as a model for the Vietnamese revolutionary movement to follow.

Ho Chi Minh rarely wrote about Sun Tzu, but when he did mention the ancient Chinese military strategist, he was always laudatory, and he sometimes cited his ideas as a model for the Vietnamese revolutionary movement to follow.

सुन त्ज़ु की कार्यशैली के कई ऐसे पहलू थे जो हो ची मिन्ह को बहुत भाते थे: क) दुश्मन और खुद दोनों को अच्छी तरह समझना, उसकी कमजोरियों और अपनी ताकतों को पहचानना और उसी के अनुसार कदम उठाना, ख) अपने प्रतिद्वंद्वी को हराने या पस्त करने के लिए छल-कौशल और रणनीतियों का खुलकर इस्तेमाल करना, और ग) पूरी तरह से हिंसा का सहारा तभी लेना जब वह अत्यंत आवश्यक हो, क्योंकि उनका मानना ​​था कि सैन्य संघर्ष की तुलना में राजनीतिक संघर्ष अधिक प्रभावी होता है।

There were various aspects of Sun Tzu's approach that appealed to Ho Chi Minh: a) to learn to understand both the enemy and yourself, to seek out his weaknesses and your own strengths, and act accordingly, b) to make ample use of subterfuge and stratagem in order to defeat or disarm your adversary, and c) to use outright violence only when absolutely necessary in the belief that political struggle was more effective than military struggle.

There were various aspects of Sun Tzu's approach that appealed to Ho Chi Minh: a) to learn to understand both the enemy and yourself, to seek out his weaknesses and your own strengths, and act accordingly, b) to make ample use of subterfuge and stratagem in order to defeat or disarm your adversary, and c) to use outright violence only when absolutely necessary in the belief that political struggle was more effective than military struggle.

हो ची मिन्ह के सहयोगियों में से कोई भी राजनीतिक संघर्ष, मनोवैज्ञानिक युद्ध और कूटनीतिक तौर-तरीकों का उपयोग करने के लिए उतना समर्पित नहीं था जितना कि वह खुद थे।

None of Ho Chi Minh's colleagues was as dedicated to the use of political struggle, psychological warfare, and diplomatic means as he was.

None of Ho Chi Minh's colleagues was as dedicated to the use of political struggle, psychological warfare, and diplomatic means as he was.

[हो ची मिन्ह] हमेशा इस बात से वाकिफ थे कि चीन और वियतनाम के हालात हमेशा एक जैसे नहीं होते। उन्होंने चीन के सामने सिर झुकाया—ठीक वैसे ही जैसे उन्होंने सोवियत संघ के सामने किया था—ताकि वे उनकी मदद पा सकें, लेकिन उन्होंने चुपचाप उन बाहरी प्रभावों को सीमित करने का काम किया जिन्हें वे सही नहीं मानते थे (जैसे कि भूमि सुधार के कठोर तरीके और 'ग्रेट लीप फॉरवर्ड')। दुर्भाग्य से, बाहरी सलाह के उन रूपों से बचने में वे हमेशा सफल नहीं हो पाए जिनसे वे सहमत नहीं थे।

[Ho Chi Minh] was always conscious that conditions in China and Vietnam were not always the same. He "kowtowed" to the Chinese - as he had to the Soviet Union - in order to receive their assistance, but he quietly worked to limit those forms of influence of which he did not approve (such as the harsh forms of land reform and the Great Leap Forward). Unfortunately, he was not always successful in fending off those forms of external advice that he didn't agree with.

[Ho Chi Minh] was always conscious that conditions in China and Vietnam were not always the same. He "kowtowed" to the Chinese - as he had to the Soviet Union - in order to receive their assistance, but he quietly worked to limit those forms of influence of which he did not approve (such as the harsh forms of land reform and the Great Leap Forward). Unfortunately, he was not always successful in fending off those forms of external advice that he didn't agree with.

मानव जाति, अनुग्रह के वरदानों के साथ मिलकर, इस ग्रह और उसके भविष्य के लिए उत्तरदायी है।

Human beings, joined in collaboration with the gifts of grace, are responsible for the planet and its future.

Human beings, joined in collaboration with the gifts of grace, are responsible for the planet and its future.

वॉल स्ट्रीट की चार अलग-अलग फर्मों में काम करने के बाद, वहाँ विभिन्न प्रकार की प्रतिभाओं को देखने के बाद, और एक बैंकर के रूप में गोल्डमैन के खिलाफ मुकाबला करने के बाद, एक बात जो आपको सबसे ज्यादा प्रभावित करती है, वह है उनकी रिक्रूटिंग (भर्ती) की ताकत।

Having worked at four separate Wall Street firms, having seen a variety of talent at those places, and having competed against Goldman as a banker, one thing you have to be struck by is the power of their recruiting.

Having worked at four separate Wall Street firms, having seen a variety of talent at those places, and having competed against Goldman as a banker, one thing you have to be struck by is the power of their recruiting.

वॉल स्ट्रीट की जिन सिक्योरिटीज फर्मों - गोल्डमैन सैक्स, मॉर्गन स्टैनली, मेरिल लिंच, लेहमैन ब्रदर्स और बेयर स्टर्न्स - को लेकर एक कड़वा और छिपा हुआ सच यह था कि उनमें से हर एक अपने कारोबार के लिए कमोबेश इसी तरह से फंड जुटाती थी, और हर एक फर्म फंडिंग संकट से हमेशा महज चौबीस घंटे की दूरी पर होती थी। दिन-प्रतिदिन के अस्तित्व की चाबी इस बात में छिपी थी कि वॉल स्ट्रीट के अधिकारी बाजार में अपनी फर्म की साख को कितनी कुशलता से संभालते हैं।

The dirty little secret of what used to be known as Wall Street securities firms-Goldman Sachs, Morgan Stanley, Merrill Lynch, Lehman Brothers, and Bear Stearns-was that every one of them funded their business in this way to varying degress, and every one of them was always just twenty-four hours away from a funding crisis. The key to day-to-day survival was the skill with which Wall Street executives managed their firms' ongoing reputation in the marketplace.

The dirty little secret of what used to be known as Wall Street securities firms-Goldman Sachs, Morgan Stanley, Merrill Lynch, Lehman Brothers, and Bear Stearns-was that every one of them funded their business in this way to varying degress, and every one of them was always just twenty-four hours away from a funding crisis. The key to day-to-day survival was the skill with which Wall Street executives managed their firms' ongoing reputation in the marketplace.

मालिक ने जिस एक भी डॉलर के लिए मेहनत नहीं की, उसके बदले हम में से किसी एक ने उस डॉलर के लिए खून-पसीना बहाया, पर हमें वह नहीं मिला।

Every dollar that the boss did not work for, one of us worked for a dollar and didn't get it.

Every dollar that the boss did not work for, one of us worked for a dollar and didn't get it.