Wisdom in fragments

We compete not to just make up the numbers, but to do it right, with a full programme to achieve success on the track and meet all our other measures of success, too.

I think, like all great brands we know and love, it's about the story—the achievements of the brand in the past and those iconic moments. Jaguar is rich in these moments of iconicity, such as the cars we produce, like the Jaguar E-Type, which is what comes to mind for everybody first.

If we treat the mind and body as one unit, then wherever we put the mind, we necessarily put the body—and that opens up enormous possibilities for control.

Harvard psychologist & researcher in mindfulness and the psychology of possibility

Once you recognise that, you can take any situation and interpret it in a way that makes it enjoyable. You no longer have to chase after certain outcomes or fear others. Whatever happens, happens.

Harvard psychologist & researcher in mindfulness and the psychology of possibility

Our research over the past 45+ years shows that when you're actively noticing, your neurons are firing, and that's literally and figuratively enlivening. And what do we do when we're having fun? We notice, we engage. So mindfulness is not just beneficial—it's enjoyable.

Harvard psychologist & researcher in mindfulness and the psychology of possibility

When you shift from a personal attribution for not knowing—thinking, 'I don't know, but everyone else seems to, so I'll fake it or avoid the situation'—to a universal attribution—realizing, 'I don't know, you don't know, nobody knows'—you stand taller. This allows you to embrace what I believe is the most successful mindset: confident uncertainty.

Harvard psychologist & researcher in mindfulness and the psychology of possibility

One reason conflict resilience has declined is that it's become easier to fire off a snarky message or simply block someone and move on. If we share physical space, avoidance has limits; I can leave the room, but I might still run into you in the hallway. Online, though, I can just delete, mute, or block you with no further engagement.

Director of Stanford Law School's Negotiation and Mediation program

We can actually retrain our brains to think about and handle conflict differently. Some of this comes down to self-awareness, but also to taking intentional pauses that help us recognise what we're feeling. There's a lot of research on affective labeling—the act of naming our emotions and fears—which helps reduce what's called limbic irritability.

Director of Stanford Law School's Negotiation and Mediation program

The less we engage with those who think differently, the more we demonise them. That demonisation can become dehumanising, reinforcing the idea that we have nothing in common. Worse still, when someone dares to engage across ideological lines, they risk being branded a traitor by their own group.

Director of Stanford Law School's Negotiation and Mediation program

Conflict resilience is the capacity to sit with the discomfort of disagreement in the first place. It's a leadership quality that integrates various skills, most notably genuine, curious listening and effective assertion—the ability to articulate one's experience authentically in a way that isn't avoidant but increases the likelihood of being heard.

Director of Stanford Law School's Negotiation and Mediation program

The idea of selfish philanthropy is a push against the notion of philanthropy as simply 'giving back.' That phrase implies that wealth was accumulated by taking something from society. But if you've built a successful business, you've contributed to society—you don't owe anything back.

The most important thing to me is that wealth has allowed me to live a full life, rich with experiences. I see wealth more as a means to experience than a way to acquire things.

Just because a decision doesn't work out doesn't mean it was the wrong decision. If it was based on the best available information at the time, it was still a sound choice.

The Stoic concept of courage is about letting reason prevail over emotion. Risk naturally triggers fear—fear of a bad outcome. But using reason to manage risk means applying a more analytical approach, almost like a mathematical assessment of risk and reward.

What's unique about Stoic Capitalist is that I aimed to shift those ideas from mere coping to succeeding on a much larger scale. At its core, Stoicism as a coping mechanism involves reining in emotion and distinguishing between what you can and cannot control.

If you're not careful, possessions can end up owning you. Eventually, the car became part of my identity; it represented who I was, which isn't healthy. I want everyone to become wealthy and experience this firsthand because once they do, they'll realize material possessions aren't fulfilling.