From 600+ conversations with the world’s leading thinkers.
My discipline lies in taking full responsibility; I don't blame anyone else. If I lose, it's on me to accept and address it. The very next day in the gym, I start working on what went wrong.
I see myself as someone who seeds ideas well, but others execute them far better. I learned this the hard way; if I'd continued running everything, neither business would have survived. So, my approach was simple: spend three years as a controlling megalomaniac, then completely let go.
The plan is the lists, milestones and responsibilities- not the document that describes them.
The most corrupting idea about power is that it gives you a set of techniques to enable you to get more of what you want, no questions asked. If we think about power in that way, our soul will get eroded. We need to start thinking differently, the Ubuntu interpretation would be that parts of us are hidden in others – that we will only fully exist if we explore and encounter.
I think most limits are self imposed. The limits we place on ourselves are between our ears – it's our minds telling us we could never do X, or achieve Y. It's our minds deciding what is possible, or impossible. Guess what… when you go out and do something you thought was impossible, it expands your perspective on everything.
In the business world, we need to focus on the 4-Cs. Firstly, Customer. Secondly, Competition. Thirdly, Comfort. It doesn't matter how successful you are, how much market share you have, if you're in your comfort zone you will leave yourself exposed. Fourth, Courage. You have to be prepared to take tough decisions. Cowardice pushes the day of reckoning out, decisiveness brings it closer.
I think this is something that would have been a lot less controversial just a few decades ago, when people still remembered that, yes, the material side of war is obviously important, but it's only ever one aspect of it. And so, I'd say the big difference here is that we have to recognise that if we ignore or downplay the human side, we could lose.
The single most important thing someone can do for a talk is to plan three or four rehearsals in front of people who are like the audience who will be receiving it; it may be one person or three, but you really should do that and discover what works, what doesn't, what's clumsy, what resonates.
The idea that you will sit down with someone who's had 30 or 40 years of lived experience in a particular situation, and has been conditioned to analyze the world that way, and then somehow get them to change their mind in one sitting is implausible.
You must never confuse faith that you will prevail in the end—which you can never afford to lose—with the discipline to confront the most brutal facts of your current reality, whatever they might be.
So, the lesson I eventually learned was to distinguish between which teams are sincere in promoting true teamwork, and which are jingoistic self-serving pretenders. Teamwork does make the dream work, but not every team is worthy.
Training helps you turn fear from something that paralyses you or makes you flee into something that spurs you to take the right decisions in very difficult situations.