Quotes about People

A change happens because ordinary people do extraordinary things.

There was poetry as well — a luminous world always present beneath the surface, a world that people might offer up as a gift to me, if I only remembered to ask

The will to conquer other people's minds or territories or aspirations…is meaningless.

How could two people get the same set of parts and make such different constructions? But then, there was rising. That had to be taken into account. What could a doormat rear but a pair of boots?

I didn't wish to be comforted. "You can't replace people you love with other people," I said. "They're not like old shoes or something." "No. But you can trust that you're not going to run out of people to love.

How are people so irrational?" he asked, but he knew. Even the abolitionists had no wish to be placed inside creation, subject to its laws. They wished to rule over it from the head of God's table.

Trust is the highest form of human motivation. It brings out the very best in people. But it takes time and patience, and it doesn't preclude the necessity to train and develop people so that their competency can rise to the level of that trust.

So often the problem is in the system, not in the people. If you put good people in bad systems, you get bad results. You have to water the flowers you want to grow.

Because the church is a formal organization made up of policies, programs, practices, and people, it cannot by itself give a person any deep, permanent security or sense of intrinsic worth. Living the principles taught by the church can do this, but the organization alone cannot.

Trust is the highest form of human motivation. It brings out the very best in people.

A "PEOPLE" DIMENSION. You also need a tool that deals with people, not just schedules. While you can think in terms of efficiency in dealing with time, a principle-centered person thinks in terms of effectiveness in dealing with people. There are times when principle-centered Quadrant II living requires the subordination of schedules to people.

Again, you simply can't think efficiency with people. You think effectiveness with people and efficiency with things. I've tried to be "efficient" with a disagreeing or disagreeable person and it simply doesn't work. I've tried to give ten minutes of "quality time" to a child or an employee to solve a problem, only to discover such "efficiency" creates new problems and seldom resolves the deepest concern.