Quotessence
Home / Quotes / Quote by Esther Hicks

Quote by Esther Hicks

“If you've got somebody's aspects in your experience that you don't like, there's only one reason they're there. You keep evoking them with your attention to them. Without knowing about Law of Attraction, you have - through your old habit of observation - achieved vibrational harmony with the parts of them that you do not like, and you keep summoning those parts from them by your constant vibrational offering of them.”

Quote by Esther Hicks

Author

Esther Hicks
Esther Hicks

Esther Hicks is an American author, best known for her co-authored series of books on the Law of Attraction, including 'The Law of Attraction.' Her works primarily focus on themes of personal growth, spirituality, and self-actualization. more

You May Also Like

“Virgin, is how good you are with people. If you're - if you're good with people and you've got - you know, and you really care, genuinely care about people then I'm sure we could find a job for you at Virgin. I think, you know, that, you know, that the companies that look after their people are the companies that do really well. I'm sure we'd like a few other attributes, but that would be the most important one.”

“When I was trying to popularize the concept of the Internet - ten or 15 years ago - I came up with this concept of "the 5 Cs." Services needed to have content, context, community, commerce, and connectivity. After that, when I was trying to think of what the key management principles were to build into the culture, I started talking about the Ps. The P's were things like passion, perseverance, perspective and people. I think the people aspect is really the most important one.”

“Oneness is very simple: everything is included and allowed to live according to its true nature. This is the secret that is being revealed, the opportunity that is offered. How we make use of this opportunity depends upon the degree of our participation, how much we are prepared to give ourselves to the work that needs to be done, to the freedom that needs to be lived.”

“If you were charged with fixing the U.S. auto industry, how would you do it? The guys who run the auto companies are out of touch with their customers and their employees. They ride to work in their limousines. They go up in their elevators and lock themselves in their offices. They don't walk out into the plants. They wouldn't even drive in the neighborhoods where their employees live. They give themselves big bonuses when the company isn't making any money. I'd make them get involved with the people who are building the cars. They've got to become real people.”

“If I were running a company today, I would have one priority above all others: to acquire as many of the best people as I could. I'd put off everything else to fill my bus. Because things are going to come back. My flywheel is going to start to turn. And the single biggest constraint on the success of my organization is the ability to get and to hang on to enough of the right people.”

“Our attitude has always been that if you hire good people and provide good wages and good jobs and more than that - if you provide careers - that good things will happen to your company. I think we can say that that has been proved by the quality of people that we have and how they have built our organization.”

“Everyone must concede that there is in existence something wiser than himself. Now there is a challenge, there is a challenge which few even investigate. We're going to do that now. Let's see what we're talking about. All troubled people, which is all people, must if they are going to be delivered from themselves, must make the concession that there is a force, an entity, a power that is higher than their own present nature.”

“People are not "things" to be manipulated, labeled, boxed, bought, and sold. Above all else, they are not "human resources." They are entire human beings, containing the whole of the evolving universe, limitless until we start limiting them. We must examine the concept of leading and following with new eyes. We must examine the concept of superior and subordinate with increasing skepticism. We must examine the concept of management and labor with new beliefs. And we must examine the nature of organizations that demand such distinctions with an entirely different consciousness.”