From 600+ conversations with the world’s leading thinkers.
There's an old adage that the boxer is the last one to know – it's not true, he's the first one to know, but the last to acknowledge it. You can learn from defeat – it's not the end of the world, but you have to learn from it and realise that there are times when you can come back, and times where you have to say, 'enough… enough…. You're getting too hurt… you're just not the guy you were…'
The most important lesson I learned is that you have to show 100% genuine emotion and personality through everything you do and allow that to connect to people. You cannot keep things inside because you think people won't accept you, or will think you're strange; just let your freak flag fly.
Generally speaking, I advocate for entrepreneurship as being originating something entirely new – taking it from zero to one, so to speak. This endeavour doesn't strictly have to be a technical startup or a monumental success. The main focus is on initiating something on your own, which essentially leads you into the journey of entrepreneurship. It's a voyage that can be challenging and intricate, marked by a series of failures. Moreover, it's a path that you'll often tread alone.
I'm just a person who loves to do things before others. I'm very open to listening to young people, and always have a good relationship with them. I'm curious. Thanks to this, I try to do things before they become huge – I feel the market, the world, and try to be more-close to the world today.
Making mistakes is necessary- if you don't make mistakes, you can never grow. Every failure is a little lesson in how to be a winner. Failure is an opportunity to learn, to start again, to see problems, and find solutions. Failing may be the reason you win next time!
I learned to problem-solve and be self-sufficient at an early age, and that has influenced how I operate my lab. I try to make sure we generate as much of our research, data and activity in house as possible, so that we own what we produce.
Fundamentally you build trust with people by giving them trust.
I am in favour of quotas and targets. I think affirmative action works, and we've had affirmative action in the opposite direction for centuries. So sometimes we have to shock the system. We have to do it to normalise things, to get to a tipping point and then let the system just takes care of itself.
Unlearning silence doesn't mean speaking incessantly—the world is far too noisy for that. Instead, it means understanding the difference between choosing to be silent and having silence imposed upon you. It's recognizing whether silence is additive or oppressive, whether it's reflective and generative or merely detracting.
Top leadership must take an active interest in projects. They should foster a culture where bad news is welcomed, not just good news. If a leader inadvertently suppresses bad news, it results in a dysfunctional governance structure.
When you're angry, you're in a frantic state of mind, you are not the best version of yourself. When you're fighting the very best martial artists on the planet, you cannot react out of emotion. You have to be cool, calm, collected and in the moment.
We've had hierarchical and bureaucratic structures as far back as we can go in human history. The Chinese civil service goes back to at least 2000BC and militaries have always been structured as hierarchical. Modern bureaucracy is a mash-up of two ideas. Firstly, the command and control structures which have been core to organized human activity for millennia and secondly, the principles of industrial economics.