“We were talking of DRAGONS, Tolkien and I
In a Berkshire bar. The big workman
Who had sat silent and sucked his pipe
All the evening, from his empty mug
With gleaming eye glanced towards us:
"I seen 'em myself!" he said fiercely.”
“Don't go in for the "yellowish" if what you need is "yellow". The attitude called precision is the quality that remarks the accuracy of your demand. Never settle for the less; Go for the exact thing!”
“People who chase money without chasing any good reason for it are always brought down by the money they chase. Yes! If God gives you a gift, he adds it's manual that contains how to use it to it. However, if you chase something without receiving any authority from above, you will be tempted to throw it away because you can't find any good manual for it; Go, ask Judas Iscariot. He has more to say!”
“Successful leaders are like icebergs. When you look at an iceberg, you see only about 10 percent of it, and the rest of it is hidden under the water. When you look at successful leaders, you see only a fraction of their lives. You see the part that looks really good, but there’s usually a lot that remains hidden that’s neither exciting nor glamorous.”
“When you leave the familiar and enter the unknown, your fear becomes refined by experience and hammered into tools of survival on the anvil of anxiety.”
“Ruth once wrote, “Dear Journal, Never let a single day pass without saying an encouraging word to each child . . .‘More people fail for lack of encouragement,’ someone wrote, ‘than for any other reason.”
“My regard for jurisprudence increased, I discovered in it religion. I understood the Gita teaching of non-possession to mean that those who desired salvation should act like the trustee who, though having control over great possessions, regards not an iota of them as his own.”
“I had rather be shut up in a very modest cottage with my books, my family and a few old friends, dining on simple bacon, and letting the world roll on as it liked, than to occupy the most splendid post, which any human power can give.”
“My assignment as the post’s adjutant and personnel officer (I ended the war a captain) put me in close contact with the civilian bureaucrats and it didn’t take long for me to decide I didn’t think much of the inefficiency, empire building, and business-as-usual attitude that existed in wartime under the civil service system. If I suggested that an employee might be expendable, his supervisor would look at me as if I were crazy. He didn’t want to reduce the size of his department; his salary was based to a large extent on the number of people he supervised. He wanted to increase it, not decrease it. I discovered it was almost impossible to remove an incompetent or lazy worker and that one of the most popular methods supervisors used in dealing with an incompetent was to transfer him or her out of his department to a higher-paying job in another department. We had a warehouse filled with cabinets containing old records that had no use or historic value. They were totally obsolete. Well, with a war on, there was a need for the warehouse and the filing cabinets, so a request was sent up through channels requesting permission to destroy the obsolete papers. Back came a reply—permission granted provided copies are made of each paper destroyed.”
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