Wisdom in fragments

I recall a moment when my dad and I, lacking presents, salvaged chairs from a community dumpster, a testament to our determination to make the best of our situation without any sense of pride or entitlement. His willingness to do whatever was necessary for us taught me resilience.

My father arrived in this country with just $16 in his pocket, and my mother, also an immigrant from Congo, instilled in me that the notion of life being too difficult was not an excuse, especially in the United States or any developed Western country where one is inherently blessed.

The key for young individuals is to balance seeking wisdom from those who have preceded them—being open and receptive, yet not confusing confidence with arrogance—while offering their insights and ideas for collaboration.

I often tell students we work with that there will be moments when they, as newcomers, propose ideas or approaches that are innovative and correct simply because they bring a fresh perspective, uninfluenced by established norms or the supposed limits of what's possible.

Bystander effect isn't necessarily due to a lack of willingness or ability to make a difference. Rather, the real challenge stems from feeling overwhelmed by the sheer magnitude of the issues we're passionate about. They're vast, and against them, we often feel insignificant.

Looking back, I am now firmly convinced that young people are the most potent forces for social change. However, our initial focus on this demographic wasn't a calculated decision but rather a matter of convenience—these were the people I had direct access to.

Few have the boldness to assert, 'Not my circus, not my monkeys,' choosing to focus on select issues rather than superficially ticking off an extensive list.

Corporations find themselves in a bind, torn between clinging to the notion of solely enhancing shareholder value and making vague promises to cater to all stakeholders, which can be perilously misleading.

Having a fiduciary duty implies an undivided loyalty to corporate interests, arguing that it's impossible to hold a fiduciary duty towards stakeholders since they are considered natural adversaries. Thus, according to the law, stakeholders are viewed as opponents.

What we commonly refer to as business ethics bears little resemblance to ethics in its conventional sense. Instead, it functions more as a defensive strategy designed to shield corporate value from the scrutiny of regulations and public perception.

The objective isn't to become the world number one; it's about consistently reaching your best or performing adequately in moments that matter to you.

I believe the most effective strategy for maintaining resilience is mastering the art of self-soothing. The ability to calm oneself instantly, at any moment, stands out as a pivotal skill. It enables you to recover from setbacks and face adversity more effectively.

My advice is not to shy away from it but to anticipate and even embrace it. Consider it a signal that what you're facing is important and that you're eager to excel. This perspective allows you to channel your nervous energy into a productive question: 'What am I going to do about it?'

My approach is always to redirect their focus from this nebulous concept of confidence to the concrete tasks at hand. These are tasks they have successfully completed numerous times. Whether they feel confident or not is irrelevant; the real key is maintaining focus in the moment.

I believe it's crucial, especially in social settings, to be both interesting and interested. Being well-informed and keeping up with current events make you more engaging, but showing genuine interest in others is key.

My parents instilled in me the belief that everyone you meet can teach you something, regardless of their age, background, or education.