Tyne Daly Quotes
Quotes to Explore
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The financial costs of family breakdown are incredibly high.
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We are in the business of gathering the news. We're not in the business of talking about the news.
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The real problem at the moment is that the banks - because of their existing culture, which is frankly anti-business, obsession with short-term trading profits, not focusing on the long term - are throttling the recovery of British industry.
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I'm a dad and a husband, and so the things that I love to do are all geared around my family.
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We can reorient our products and business strategy because we are an agile organisation.
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I am not a political writer. I agree with Stieg Larsson and Henning Mankell, who are social writers. I can't write in that fashion. I am not good enough for that. What I am interested in is family dramas and why we are doing bad things to each other and what our motives are.
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You might say that I'm the Michelangelo of the dress business.
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I invited a group of students to my studio to expose them to both the creative and business sides of the fashion industry. It was fun because the group was so bright and full of curiosity. They asked really challenging questions about all aspects of the business and absorbed so much information so quickly.
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I wanted to inspire people not to work under a bamboo ceiling. Whatever you are - yellow, black, white, brown - you don't have to allow your skin to define who you are or how you operate your business. There's not one face to anything.
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When I became a mother of two, I decided to work with brands that remind me of family because they're my No. 1 priority. Now I'm partnering with Puffs to encourage people to get out and not hibernate inside. People should enjoy the holiday season, and if you do have a runny nose or the sniffles, Puffs is there to take care of your symptoms.
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I'm always the cousin that can't make it to the family functions because I'm busy.
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Growing up in eastern Turkey, I was not really involved with the family business - sheep and cow farming, yogurt and cheese making. But I think I learned from my father the unspoken business language or instincts that go back thousands of years.
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The metaphor I've used is... somebody's going to push my family off a cliff pretty soon, and I won't be there to catch them. And that breaks my heart. But I have some time to sew some nets to cushion the fall. So, I can curl up in a ball and cry, or I can get to work on the nets.
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I didn't have any success in show business until I was 30 to 31 years of age.
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I went through this delayed-adolescence thing. I didn't want to be tied down to a family.
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During my many years in international business and public life, I have had the good fortune of sitting down for lunch with people with whom I completely disagreed, in practice and principle: Soviet communists, heads of state from various unsavory regimes, benighted religious figures, corrupt business leaders.
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But the business side of it, as with most creative things, there is no room for business. It is about art. It's not about marketing.
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When I came back to India after Harvard Business School, I started as a lawyer and as a trade union leader.
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Winning a Grammy is always going to be good.
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Working on the Samurai sword is very different because your body position has to be very still. It's a much quieter was of fighting.
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You have to really have the will to hang onto the first note as it is being played, and then really stay with it and take the flight, as it were, you know, for the duration of the piece.
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You don't win tournaments by playing well and thinking poorly.
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I went into the family business. To me, it was the norm and not the exception.
