Gervinho Quotes

I think in terms of 20-year horizons.

Vision rarely require immediate action. It requires patience.

It's not worth getting too excited about thinking about the larger picture. The larger picture doesn't come into focus for an awfully long time.

Business, more than any other occupation, is a continual dealing with the future; it is a continual calculation, an instinctive exercise in foresight.

The long view counts.

I think it's really important to have a long-term perspective.

Let us not confuse objectives with methods. Too many so-called leaders of the nation fail to see the forest because of the trees. Too many of them fail to recognize the vital necessity of planning for definite objectives. True leadership calls for the setting forth of the objectives and the rallying of public opinion in support of these objectives.

I've always had goals, always had visions, always had a plan, always been very strategic.

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.

Strategic planning is worthless - unless there is first a strategic vision.

We're so used to thinking in the short term, and the minute you speak in more long-term language then you tend to get dismissed as utopian and so on. We have a real problem here in making long-term thinking respectable

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 would say my strengths are vision and strategy.

When Dad made a decision, whether it was about family or his own career, the majority of the time, it was for the long term, not the short term.

An entrepreneur never thinks of quarter-on-quarter; he thinks for 25 years, 50 years.

If you do not look at things on a large scale, it will be difficult to master strategy.

By playing at Chess then, we may learn: First: Foresight... Second: Circumspection... Third: Caution...And lastly, we learn by Chess the habit of not being discouraged by present bad appearances in the state of our affairs, the habit of hoping for a favorable chance, and that of persevering in the secrets of resources

Long-term planning is often undervalued by our indefinite short-term world.

Strategy is about shaping the future.

However tight things are, you still need to have the big picture at the forefront of your mind.

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.

I am a coach who thinks always in the long term.

Leadership is working with goals and vision; management is working with objectives.

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

A statesman wants courage and a statesman wants vision; but believe me, after six months' experience, he wants first, second, third and all the time - patience.