Shannon Miller 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.

In life, you always look at the total picture, not just a segment of it.

Genius of great affairs abhors nicety of division

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

It's the whole big picture that we have to look at to create an organization that wins over the long term. And to just shoot from the hip on a decision based on winning over a 10-game period. No, that doesn't make sense.

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

One should be constantly looking for the broader vision.

I'm not into this detail stuff. I'm more concepty.

I think long-term, not short-term.

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.

You've got to think about big things while you're doing small things, so that all the small things go in the right direction.

The way most people approach business - and the way they mostly teach in business school - involves the analytical mind. It divides it up and looks at parts in isolation.

Most practising scientists focus on 'bite-sized' problems that are timely and tractable. The occupational risk is then to lose sight of the big picture.

Systems are to be appreciated by their general effects, and not by particular exceptions.

When a plan or strategy fails, people are tempted to assume it was the wrong vision. Plans and strategies can always be changed and improved. But vision doesn't change. Visions are simply refined with time.

You just can't get too focused on worrying about what's going to happen in the next quarter. You have to worry about where the business is headed long-term.

Leaders keep their eyes on the horizon, not just on the bottom line.

In order to have your short term policies accepted, you have to have your long term policies understood.

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

I am a bigger-picture manager because I've lived through something that's a big picture.

One of the biggest challenges we have, as business owners and people, is that we think in linear terms.

I believe that the idea of strategic beliefs may be more important than strategic planning when thinking about how you keep the long view.

I always feel that the best kind of producing - and frankly, it has to do with what I like to do - is you're the big-picture person.

We never try to think in terms of any competitive product or company. If you do that, you just focus on a certain narrow area. Rather, we should think much more broadly.

I think at times, too many people focus on just little things and not focus on what the whole question and the whole answer is.