My core belief is that if you're complaining about something for more than three minutes, two minutes ago you should have done something about it.
The difference between the men and the boys in politics is, and always has been, that the boys want to be something, while the men want to do something.
I'm the sort of person - for example coming off 'Strictly' - I make decisions, then I just deal with them and I go with them 100 per cent.
I'm not a big believer in long-term planning and far-off goals. In fact, I generally set 3-month and 6-month dreamlines. The variables change too much and in-the-future distance becomes an excuse for postponing action.
Self-pity gets you nowhere. But insight to see that something can be done with the second-bests and adventurous daring to try might be a handle to take hold of.
Our beliefs are not just estimates of probabilities. They are also the instruments that guide our actions.
In this world the inclination to do things is of more importance than the mere power.
Most executives I know are so action-oriented, or action-addicted, that time for reflection is the first casualty of their success.
I don't reflect much, unless I'm talking to the media. I have more of a 'Forward, march!' kind of attitude.
Action orientation is the mark of the superior executive.
I am not someone who likes to be in the dressing room and waste time; I like to be on the field all the time and be counted. That is how I am.
The typical Westerner wishes to be the cause of as many changes as possible in his environment; the typical Chinaman wishes to enjoy as much and as delicately as possible.
3rd Earl Russell of Kingston
