Sheryl Sandberg Quotes

And Clinton was like that - he saw the whole playing field. He didn't just see the event that he was at or the circumstances of that week or that month. He saw the whole playing field all the time.

I'm looking to see what the bigger picture is.

The big picture doesn't just come from distance; it also comes from time.

I look at everything from 100,000 feet.

The manager administers; the leader innovates. The manager has a short-range view; the leader has a long-range perspective. The manager asks how and when; the leader asks what and why. The manager has his eye on the bottom line; the leader has his eye on the horizon. The manager accepts the status quo; the leader challenges it.

My time at Shell was a most valuable experience because it taught me to look at the world in a long-term way. Shell takes a 20-year view on events and plans for different scenarios. It makes you see the world as a kind of large matrix.

I think it's really important to look at the big picture instead of just one competition.

The manager has a short-range view; the leader has a long-range perspective.

I'll put it to you this way: I never, ever think about the things that I get involved with on a macro means-to-an-ends scale.

In my view, a political vision is not a grab-bag of discrete problems and solutions. It is the visionary anticipation of a direction.

The long view counts.

One should be constantly looking for the broader vision.

President [Franklin Delano] Roosevelt always had a wider point of view, of necessity, than I did.

I want to take a long-term view. Being distracted by short term things can be dangerous when you are making cold, calm, long-term decisions.

Becoming a strategic thinker is about opening your mind to possibilities. It’s about seeing the bigger picture. It’s about understanding the various parts of your business, taking them apart, and then putting them back together again in a more powerful way. It’s about insight, invention, emotion and imagination focused on reshaping some part of the world.

If you just think exclusively about what would be the best tasting or the most profitable, you're just not seeing the big picture.

Early on in your career, find someone better than yourself to run the business on a day-to-day basis. Remove yourself, maybe even from the building, and from the nitty-gritty. That way, you're going to be able to see the bigger picture and think of new areas to go into.

Maturity is many things. It is the ability to base a judgment on the big picture, the long haul.

‎Be careful not to keep your eyes glued to detail. Stand far enough away to get a perspective of the whole.

We need people who can see straight ahead and deep into the problems. Those are the experts. But we also need peripheral vision and experts are generally not very good at providing peripheral vision.

A short term view will lead to a partial and perhaps twisted view of the whole picture. A crucial element may be missing. We may not be running the entire race. A friend of mine described a colleague as great at running the "ninety-five yard dash." That is a distinction I can do without. Lacking the last five yards makes the first ninety-five pointless. In fact, serious runners thing of it as a 110 yard dash so that no one will best them in the last few yards. You've got to think beyond the whole.

The years don't always add wisdom, but they do add perspective.

It's the journey, not the destination. I truly believe that.

You politicians have got to look further ahead; you always got a Putter in your hands, when you ought to have a Driver.

The big picture is a nice way to think of things if you have the freedom to.