Jesse Livermore Quotes
I don't know whether I make myself plain, but I never lose my temper over the stock market. I never argue with the tape. Getting sore at the market doesn't get you anywhere.
Quotes to Explore
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I was on the cover of a lot of magazines, and there were compliments about beauty and fashion and what I was wearing. Man, if you get locked into that, you can lose your freedom as an actress.
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If parents don't like some of the stuff I do then they shouldn't let their kids watch me.
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Man is a messenger who forgot the message.
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It's my new single - please buy it so we can get Christmas gifts for the kids this year.
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Don't ever wrestle with a pig. You'll both get dirty, but the pig will enjoy it.
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It's time to "stop being ambivalent." ... They (groups like the Islamic State) have no ideology beyond violence and chaos and the slaughter of innocent people.
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It's so much better to desire than to have.... The moment of desire, when you know something is going to happen - that's the most exalting.
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The idea that He would take his attention away from the universe in order to give me a bicycle with three speeds is just so unlikely I can't go along with it.
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The best thing for you to do is shop at your local farmer's market and support the organic growers who are there. Because those are the guys who are taking care of the soil that is ultimately going to take care of us.
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My very first professional writing credit was on a movie called The Dunwich Horror, and Roger Corman was the executive producer.
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The Shari'a itself - this is possibly a kind of verbal debate - is understood to be something different from the Fiqh, and the Fiqh is the man-made element and the Shari'a is theoretically the divine element but it depends on one's personal beliefs.
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Second place is really the first loser.
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Libertarians argue that no normal adult has the right to impose choices on other normal adults, except in abnormal circumstances, such as when one person finds another unconscious and administers medical assistance or calls an ambulance.
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I argue that once it became clear that the most important function of the CEO was to develop and enact the corporate strategy, that often had the effect of distancing him from people below him in the organization. It also encouraged the idea that if a CEO were a great strategist for a company in one industry, he would probably be a great strategist in another industry. And that usually hasn't proved to be the case.
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The business schools could do a better job teaching face-to-face management, the actual work of organizing and helping along the efforts of others in the organization. The more quantitative disciplines have gotten more attention, often more research dollars. Areas like organizational science or, even mushier, leadership have had more trouble settling on what it's important to teach, and how. It's rather like strategy itself, which as I argue in the book, has had trouble through most of its history figuring out how to incorporate people, their motivation and ability, into its calculations.
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I don't know whether I make myself plain, but I never lose my temper over the stock market. I never argue with the tape. Getting sore at the market doesn't get you anywhere.
