From 600+ conversations with the world’s leading thinkers.
We view ourselves as an innovation agency, one that marries the spheres of art and technology. We also aim to foster an environment that magnetises highly skilled individuals who strive to produce groundbreaking and influential work.
My role as a judge is to make sure that to the best of my ability, the right outcome happens in a case – and parties understand what the outcome is, and that my decision is not based on anything woke, or politically correct, but is based on the facts I see before me.
Much like whiskey, advice is best when it's of a high-quality, with provenance, and in short amounts. Have too much? And you're likely to be on the floor unable to make any good decisions.
When assessing any new technology, getting experts to explain and understand the benefits and risks is only one aspect of the debate. We also need to involve the public and other stakeholders in a proper transparent discussion on how the technology will be adopted.
When these people are under stress, they make bad decisions. They get reactive. One of the key findings in our conclusions is that the unsuccessful founders were more reactive. They weren't measured. They weren't deliberate. They didn't make decisions based on facts — their emotions carried them away.
My first ask in any meeting wasn't for money or to put their name on something; it was simply for a second meeting, an opportunity to show them what we're doing and what we're building.
The antithesis of high performance is micromanagement—dictating every aspect of a task. This approach essentially communicates, 'Leave the thinking to me. Just follow orders, and maybe you'll advance.' It stifles creativity and initiative.
As far as I'm concerned any business that's up and running within an hour of having mortar [attacks shows remarkable resilience].
When a coach gains the player's confidence and establishes a strong partnership, they can effectively motivate the player, boost their confidence, and help them break through barriers. This can elevate a player's career to new heights.
Throughout my career, my vision for the company has not changed – creating an institution. I find this the most challenging task, not just getting in the sales and growing year on year but creating an institution that is considered part of the family by those within it.
Culture is much bigger than that. Culture goes beyond values. I define culture is three primary parts. The first part is behaviour. It's the behaviours of your employees that get embedded into all the processes we are already doing. The second part is processes. The third piece is practices.
Success for me has been the ability to change my life, change my family's life and help a lot of other people. Athletics has brought me fame and fortune and I enjoy using it to help those around me and those less fortunate.