Ryan Holiday Quotes

Adhering to budgeting rules shouldn't trump good decision-making.

There must be some flexibility in the budget. You cannot have too much discipline.

It is a terribly hard job to spend a billion dollars and get your money's worth.

Government spending is not wasteful. The question is, “Is it necessary?”

If you spend £200million, £300m every year, obviously, even if you make mistakes, you have a good team, but without spending so much money, you can still improve and do well.

What you don't do, if you're an adult, is decide that you're going to budget things through a sequester. What does that word have to do with budgeting? It's like if you have a family budget and go, 'We really don't know what to take out economically from the budget, so we're going to whack out protein for this week.'

You have to separate what needs to be done to avoid the fiscal cliff and what needs to be done longer range. It's a mistake to essentially collapse those two - they're not the same. I don't think you can achieve everything at once.

We do not have a revenue problem in D.C. or this county. We have a prioritization problem. When you create the priorities you fund the priorities of the country and you stop spending money when you get to zero.

Our ultimate goal is to stay in business. We are not here with a specific plan. That's kind of how our entire career has evolved. We will figure things out as we go along.

The problem most nonprofits have is that they are run by romantics who are great to hang out with, but they have no clue.

If we take care of the business and keep our eye on the goal line, the stock price will take care of itself.

I was able to promote a strong defense budget when it could have been cut a lot more severely.

Good household decision-making often relies on thinking about your household like a firm.

It's a terribly hard job to spend a billion dollars and get your money's worth.

Unfortunately, the boards of art institutions tend to be populated with well-meaning supporters of the arts who often lack any business background or appetite for imposing appropriate discipline.

We have to be realistic about what the state can afford, and put an end to abuses of the system that cost millions.

Our biggest single theme is trying to make the NIH work better with the same amount of money.

We cut a few corners and brought the picture in under budget by $25,000, so Paramount let us go back to Boston with a small crew to shoot some additional footage.

And to do that not only for the war fighter, but also to help prepare the people in the acquisition, personnel and policy worlds who need to make adjustments in the department's business, which itself may take 10 or 15 years to accomplish.

Let's not go through that again. Redirect it, reduce the amount of money spent, but let's not destroy it. Because you don't know 10 years out what you're going to face.

If you make payroll every time, everyone will be satisfied with your budget regardless of how bad it is.

Deficits aren't always bad if you invest the money.

Under no circumstances will I allow expenditures upon works not clearly national.

When a government agency is more efficient, they’re not necessarily going to get that money back. So they don’t always have an incentive.

It is no part of my job as Chancellor of the Exchequer to put before the House of Commons proposals for the expenditure of public money. The function of the Chancellor of the Exchequer, as I understand it, is to resist all demands for expenditure made by his colleagues and, when he can no longer resist, to limit the concession to the barest point of acceptance.