From 600+ conversations with the world’s leading thinkers.
When you fail, you take ownership of the failure, and then you assess what mistakes were made, what could be done differently, what better instructions you could have given, what better support you could have given, then you fix those problems, move on and try again, simple.
I realised that my passion lay in the realm of high performance, irrespective of the context, and the sustainability of such performance was a fascinating query. This question is invariably present in the minds of leaders in great organisations.
Soup kitchens are good, but they don't prevent homelessness. You can go to volunteer at a soup kitchen every day of the year, and you'll still have homeless people. We wanted to tackle root causes and tackle them globally.
Don't become paralysed by anticipating the unexpected. It does not pay to be worried about failure. If your mind is crowded with thoughts of what could happen, you will never achieve your best performance.
If I see a lot of cases where models own their managers, not the opposite. If the model isn't creating value, but you continue using it, then it owns you. This is frighteningly common.
Being creative is about being a collective. It's not something unique. That's why we can nurture each other's creativity.
My primary design philosophy involves putting the tools into the hands of the community, and thinking really hard about avoiding bottlenecks which require some 'top-down' intervention.
My own life has improved in pretty much every way. These days, 95 percent of the time I get eight hours of sleep a night. Now, instead of waking up to the sense that I have to trudge through activities, I wake up feeling joyful about the day's possibilities. And I'm also better able to recognize red flags and rebound from setbacks. It's like being dialed into a different channel that has less static.
I want to set an example for this generation of war reporters, and for my generation as a whole, that you don't have to rely on drugs or alcohol to cope with traumatic experiences.
Some of the most valuable lessons are not from seeing how they've dealt with success, but how they've dealt with failure and come back stronger and more determined to succeed.
When you are a public company, you are all-but forced to think on a quarterly basis. That's how long people hold you on average, between 2-3 months is the average hold period for equity investors. It's therefore much more difficult to think in a long-term strategic way and increase value.
Nobody ever has control of all of the levers, and nobody ever has complete information. But also, there's always the day after. When dealing with really difficult issues it's very easy to get stuck in the moment and to lose sight of where we do want to be five or ten years from now.