Here is your weekly dose of photography. Hope you enjoy, feel free to send any feedback!

280/365 The unexpected always happens

280/365 The unexpected always happens

The people who get nothing done often work a great deal harder. In the first place, they underestimate the time for any one task. They always expect that everything will go right. Yet, as every executive knows, nothing ever goes right. The unexpected always happens—the unexpected is indeed the only thing one can confidently expect. From "The Effective Executive: The …

View in browser

---
279/365 Almost right, probably wrong

279/365 Almost right, probably wrong

A decision is a judgment. It is a choice between alternatives. It is rarely a choice between right and wrong. It is at best a choice between “almost right” and “probably wrong”—but much more often a choice between two courses of action neither of which is provably more nearly right than the other. From "The Effective Executive: The Definitive Guide …

View in browser

---
278/365 The truly important

278/365 The truly important

If the executive lets the flow of events determine what he does, what he works on, and what he takes seriously, he will fritter himself away “operating.” He may be an excellent man. But he is certain to waste his knowledge and ability and to throw away what little effectiveness he might have achieved. What the executive needs are criteria …

View in browser

---
277/365 Intelligence, imagination, and knowledge

277/365 Intelligence, imagination, and knowledge

Intelligence, imagination, and knowledge are essential resources, but only effectiveness converts them into results. From "The Effective Executive: The Definitive Guide to Getting the Right Things Done" by Peter F. Drucker

View in browser

---
276/365 Convert an opportunity into results

276/365 Convert an opportunity into results

It is more productive to convert an opportunity into results than to solve a problem - which only restores the equilibrium of yesterday. From "The Effective Executive: The Definitive Guide to Getting the Right Things Done" by Peter F. Drucker

View in browser

---
275/365 Acting old

275/365 Acting old

if you were primed to think of old age, you would tend to act old, and acting old would reinforce the thought of old age. From "Thinking, Fast and Slow" by Daniel Kahneman

View in browser