Jeff Bezos Quotes

I like to pride myself on thinking pretty long term, but not that long term.

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

Long term thinking is so rare anywhere, but especially in startups. This is a huge advantage if you do it.

The Congress is not willing to think about the long term. They act like activist shareholders, to use that phrase again. They're not thinking about what can we do that will make us richer, safer, and stronger next year, and the year after, and five and 10 years out.

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

I think long-term, not short-term.

America looks 10 minutes ahead; Japan looks 10 years.

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

I'm no genius. I'm not at all; I just happen to look five or 10 years ahead and think things through.

The next thing to be said about what long-range planning is not, is that it does not deal with future decisions. It deals with the futurity of present decisions. Decisions exist only in the present. The question that faces the long-range planner is not what we should do tomorrow.

If you think too far ahead, if you even try to think too far ahead, you'll never make it.

The opportunist thinks of me and today. The statesman thinks of us and tomorrow.

You have to worry about where the business is headed long-term.

We have to use our reasoning capacity and set long-term goals based on our deepest values.

We all need lots of powerful long range goals to help us past the short-term obstacles

Deciding to commit yourself to long term results rather than short term fixes is as important as any decision you'll make in your lifetime.

I think the most important thing is to take the long view on things. We live in such a 24/7, Twitter-fed, constant news cycle, and everything's a crisis, everything is terrible, everything is doomsday, everything is - if it doesn't get solved tomorrow, your presidency is going off the rails.

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

Think ahead. Don't let day-to-day operations drive out planning.

Prudence is foresight and far-sightedness. It's the ability to make immediate decisions on the basis of their longer-range effects.

You go out there and ask them what their future is today. If we don't build that today, there's nothing.

Good plans shape good decisions. That's why good planning helps to make elusive dreams come true.

Neither man nor nation can prosper unless, in dealing with the present, thought is steadily taken for the future.

The long view counts.

If progress is to be steady we must have long term guides extending far ahead.