Leadership

Self-awareness, to me, is about discerning the elements of life we can control from those we should release. This recognition doesn't hinder growth or improvement but provides a necessary clarity that aids in managing stress.

When individuals express a desire for a stress-free life, I often remind them of two things: First, the only beings without stress are no longer living. Second, when you plot stress against performance, you observe an inverse U-shaped curve. At zero stress, performance is at its lowest.

I have always believed in the principle that what comes easily can leave just as easily. Instead of merely 'buying' talent, which could later be 'bought' by another company, it is more impactful to create opportunities for potential talent. We need to see talent in more humanistic terms.

Founder and CEO of Zoho Corporation, cloud computing company

It is almost like a karmic cycle. When you invest in training individuals, they often become more devoted to your organization. When they witness the company making similar investments in various locations, it adds to their motivation. Once you invest in these individuals, they tend to stick around longer, which benefits the company.

Founder and CEO of Zoho Corporation, cloud computing company

With a dedicated salesforce, stellar customer support, and solid products, you could capture a staggering 70% market share. The core philosophy? Deliver tangible outcomes for your customers.

Former CEO of Cisco Systems, led company through internet boom era

When it comes to acquisitions, many people jump straight to analyzing the financial returns. I approach it differently. I start by asking: How will our customers benefit from this acquisition?

Former CEO of Cisco Systems, led company through internet boom era

I urge everyone to channel their inner teenager. Think back to those fearless days brimming with creativity and ambition. As we age, societal rewards for 'playing it safe' can stifle our innovative spirit.

Former CEO of Cisco Systems, led company through internet boom era

Dyslexics, like me, often possess above-average intelligence, but we grapple with sequential thinking. Instead of thinking linearly from A to B to C to D, we jump from A to B to Z. Over time, I've learned to turn a perceived 'weakness' into a strength.

Former CEO of Cisco Systems, led company through internet boom era

Growing up in West Virginia, we were at the forefront economically— the chemical and coal mining center of the world. However, due to an inability to adapt to changing market dynamics and transitions, our position plummeted to the bottom ranks among the US states... I firmly advocate the idea of reinventing oneself every 5 years.

Former CEO of Cisco Systems, led company through internet boom era

The crux of the matter is the internal liberation that comes from acknowledging that there will always be more to do than we can handle, and that certainty about the future is unattainable. It's a form of defeat, yet immensely productive, because as long as you believe mastering everything is just extremely challenging, you'll continue to struggle.

Guardian columnist & author on psychology, time management, and happiness

A principle that I hold personally important is radical transparency in communication. This transparency extends from the shareholders to every level within the organization. It's vital that everyone is aware of what is working, what isn't, and the actions required for improvement.

Firstly, it's crucial to adopt a bold mindset right from the start. I advocate for setting almost unrealistic targets. This approach might seem counterintuitive, but it's essential for enabling substantial change. If we only aim for realistic targets, our efforts will be limited to minor tweaks rather than significant transformations.

Perhaps the most critical element is the cultural integration. The distinct cultures of the two companies present a significant challenge, consuming 80-90% of our efforts. Our goal is to forge a unified team culture, permeating from senior leadership to the deepest levels of the organization.

A crucial realization for me is that the management styles of the West and East are not mutually exclusive. In fact, blending the best elements of each can be highly effective. Western management, particularly in Silicon Valley, is often seen as a triumph of capitalism, primarily focused on maximizing shareholder value. Contrastingly, my experience with NTT revealed a different approach, one that prioritizes stakeholders, sometimes even more than shareholders.

In the realm of experts, intuition, anchored in a substantial reservoir of experience and knowledge, becomes an invaluable asset. It's essentially a dialogue with your unconscious. However, for it to be constructive, your unconscious necessitates a good measure of education. An uneducated unconscious is a perilous entity.

Author of "The Tipping Point" & Popular Cultural Theorist

I believe the traditional perception, which posits that success is merely an accumulation of advantages while failure is an accumulation of disadvantages, is overly simplistic. It's the disadvantages that offer a more fertile ground for learning, albeit for a smaller cohort. The depth of learning and engagement derived from tackling difficulties is substantially richer compared to that gleaned from facing advantages.

Author of "The Tipping Point" & Popular Cultural Theorist