Price Pritchett Quotes

Give people, including yourself, clear permission to make mistakes . . . and to fix the problems. Since nobody's perfect, mistakes should be allowed. Cover-ups shouldn't. Cover-ups create twice the trouble.

If you're experiencing no anxiety or discomfort, the risk you're taking probably isn't worthy of you. The only risks that aren't a little scary are the ones you've outgrown.

Most people confuse wishing and wanting with pursuing. You must place your trust in action.

Optimism inspires, energizes, and brings out our best. It points the mind toward possibilities and helps us think creatively past problems.

When you hold out for high standards, people are impressed-but they don't always like you for it. Not everybody will be on your side in your struggle to do what's right and ethical. In fact, sometimes even you won't be on your side. You'll wrestle with inner conflict, torn between what you should do and what you want to do. You'll also aggravate other people. Seems when you walk the straight and narrow you always step on someone's toes. Don't count on the ethics of excellence to make you popular.

But when we get enough people who don't care, and who don't accept personal responsibility for high ethical standards, our organization gets the "M" disease. Mediocrity. Anybody in the place can be a carrier. By the same token, every individual can carry the cure: the ethics of excellence.

No sense being pessimistic. Wouldn't work anyway.

Too much attention on problems kills our faith in possibilities.

Who is this vague "they" we blame for so many of our problems? "They" is the obscure party we use as our whipping boy to camouflage the fact that we - you and I and other specific human beings just like us - have to start doing things differently. "They" can't fix anything. We can.

The legal system doesn't always serve as a good guide for your conscience. You can step way over the ethical line and still be inside the law. The same thing goes for rules, policies and procedures - you know, the organization's "internal laws." You can "go by the book" and still behave unethically. Still not move beyond mediocrity. High standards-the ethics of excellence-come to life through your basic values, your character, integrity and honesty. Obeying the law is the bare minimum.

If you must doubt something, doubt your limits.

Your ethical muscle grows stronger every time you choose right over wrong.

Excellence calls for character . . . integrity . . . fairness . . . honesty . . . a determination to do what's right. High ethical standards, across the board.

So let your deepest desires direct your aim. Set your sights far above the 'reasonable' target. The power of purpose is profound only if you have a desire that stirs the heart.

You can’t bake a cake without getting the kitchen messy. Halfway through surgery it looks like there’s been a murder in the operating room. If you send a rocket to the moon, about ninety percent of the time it’s off course—it ‘fails’ its way to the moon by continually making mistakes and correcting them.

We can't win the struggle for high standards if we just talk a good game . . . we've got to play a good game.

...Force yourself to use the optimist's explanatory style: 'The situation is temporary. The effect will be limited, not pervasive. And it's due to external causes.' If you just can't make that work for you, refocus your attention...Turn your attention in a totally different direction for the time being. Replace the distressing thoughts with other ideas. Distract yourself.

Trust is the glue that holds relationships together.

Pay attention to the voice within. . . . Sometimes the voice of your conscience gets drowned out by crowd noise or by the pep rally of temptations. And your mind may put some selfish spin on the ball, rationalizing that it's okay to veer away from the ethical route. When we run into conflicts between ethical "shoulds" and our selfish "wants," we all argure out ways to con our conscience. But take pains to listen, because it has your best interests at heart.

Ethical dilemmas have a way of sneaking up on a person. If something smells funny, stay away from it. Or help get rid of it.

When you can make it this simple, though, just do the right thing. Even if you could get away with less. Even when other people are doing the wrong thing. Even though the wrong thing seems like no big deal.

You have to get beyond blaming others . . . give up your excuses . . . stand responsible for what you do . . . ultimately, ethics ends up an individual exercise.

...There's a lot more to be gained from being grateful than you might think. Managing your outlook towards appreciation and thankfulness feeds the soul. It brings calm and contentment. It lifts your levels of happiness and hope. Gratitude will amplify your positive recollections about times past, and in turn sets the stage for optimism about the future.

In these times of self-directed teams, empowered employees, and "boundaryless" organizations, your worth as an individual employee will also get measured by your work group's collective results.

We've got to start thinking of school as a lifelong process. That's the only way we'll keep abreast and be able to share in the wealth of the new "knowledge society."

We need timeless principles to steer by in running our organizations and building our personal careers. We need high standards --- the ethics of excellence.

Live according to the ethics of excellence, and you can always stand proud. Pride - not vanity, but dignity and self-respect - should carry a lot of weight in helping you make decisions. Let pride help you decide.

Everybody makes honest mistakes, but there's no such thing as an honest cover-up.

If you become a giver, you'll make them feel like they want to reciprocate.

The world behaves differently when I take action to go after what I want.

Until I test the limits to what I can achieve, I won't really know how well I can do.

You carve out the organization's character through your daily choices. You shape its conscience as you exercise your own.

Your doubts are not the product of accurate thinking, but habitual thinking. Years ago you excepted flawed conclusions as correct, begin to live your life as if those warped ideas about your potential were true, and ceased the bold experiment in living that brought you many breakthrough behaviors as a child.

Act as if success is certain.

How can we be trusted with big things if we're not trustworthy with things that are small? Don't allow your finer instincts to become a casualty of the little everyday crimes of ethical compromise.

Narrow life down to what's precious and necessary. In a world of complexity the best weapon is simplicity.

"You, who are on the road, must have a code that you can live by-"* You'll find universal agreement on the value of a behavior code, on the need for some sort of ethical system. Even the crooks count on "honor among thieves," and countries actually wage war according to certain rules. On the job and in the rest of our day-to-day living, we each need a "code for the road."

You can't put someone else in charge of your morals. Ethics is a personal discipline.

Excellence is a process, not just an outcome. Sure, we have to hold out for high standards in the products or services we provide. The goods must be more than "good enough." But so must our approach - you know, our methodology, the way we do business and deal with people. How could the ends be considered excellent if we can't be proud of the means?

The question is, when so many others cut corners, shave the truth, self-deal, believe in the fast buck, and follow the crowd along the low road of least resistance, can we even afford to travel the high road of ethical behavior? Frankly, we can't afford anything else. Any other competitive angle is a pure crapshoot in today's business world. Companies with shaky ethics and shabby standards will be crippled as they try to compete in our changing world.

When you see people with "the right stuff," those who choose the right over the wrong or the "iffy," let them know you're proud of them. Encourage the courageous, so they'll have the will to carry on.

We all faced painful ethical challenges before we even knew how to spell our names. There were tough choices. Tradeoffs. Confusing signals regarding how to live one's life. And here we are now, today, still struggling. Still trying to sort things out. Still trying to work our way through life effectively. About the only thing that has changed is the scope of the problem. There's more at stake now. And we're in a position, as grownups, to do a lot more-good or bad-for ourselves, our organization, our world. But we still must wrestle with our imperfect ethics.

As tough as it sometimes looks on the front end, it's easier to do right than undo wrong.

The ethics of excellence are grounded in action - what you actually do, rather than what you say you believe. Talk, as the saying goes, is cheap.

High personal standards aren't enough for organizational excellence. You've got to be intolerant of low standards in others. . . . If you accommodate questionable practices in others who touch your organization, you risk soiling its reputation. Anybody whose hands aren't clean can get the place dirty.

The ethics of excellence requires a sense of perspective. Look at the big picture. If you live for the moment you might mortgage the future? What happens if you put your reputation at risk and lose the bet?

As consumers we get more demanding all the time. We want better quality. We want it faster. And cheaper. Plus, we want more choices. Whoever comes along that can satisfy all these 'wants' gets our business.

If you're unwilling to defer pleasure or endure some "pain" for now, are you likely to end up later deep in the hole?

Optimism is a much more enabling mindset than hard-core realism, and it's far superior to pessimism...[because] Hope helps move us in the direction of our goals and ambitions.

Some people argue against both optimism and pessimism in favor of so-called realistic thinking. They distrust optimism on the grounds that it causes us to sugercoat problems, discount risks, and exaggerate the upside. Pessimism, on the other hand, is criticized as too downbeat, de-energizing, and generally damaging in its impact. This crown prefers realism as the neutral and objective middle ground.