From 600+ conversations with the world’s leading thinkers.
We need to change our hearts and minds, not just our behaviours. Forget even the moral argument, discriminating is such a waste. It is from our diverse cultures and communities that we could find the cure for cancer, where we could find all of the solutions for some of our most pressing problems.
The most successful teams are the ones who present with authenticity and passion. You could have the next cancer cure, but unless your audience believes in you, they won't invest in you.
You're not going to be a warrior in battle unless you are a warrior in preparation. You have to be single-minded, you can't just show-up on the night... That's where the warrior mindset turns on – it's when you prepare so can do whatever it takes to win that fight.
We try to make decisions through a kind of committee-based approach around what species we're going to bring back, where we're going to invest our dollars, and what fits our core ethos. If it's not going to be beneficial to humans, if we can't do it at arm's length from humans, and if we can't do it in a way that's good for animals, then we just don't touch it.
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.
It made perfect sense to me that to infuse new life into Savile Row, they needed to perceive themselves more as couturiers than mere tailors. That's the perspective I brought to Savile Row.
Scaling up is incredibly challenging; it's definitely been the hardest part of my own entrepreneurship journey. You might be familiar with The Peter Principle, which states that people are promoted to the level of their incompetence. It's exactly the same in the real world: if you're good at your job, it leads to advancement in your career, and then you don't get to do those things anymore that made you deserve that advancement.
Champions possess a distinct mindset, a relentless drive for excellence that sets them apart. They're not content with just doing okay; they strive for excellence constantly. Being second is not an option for them, they aim for the top.
Everyone on the team strongly believes in the mission. This is the one thing we want to work on in our lives, and multiple people share that same sentiment. We've fallen in love with a very stubborn technical challenge. Convincing others is always hard—it requires conviction on both sides. What we've demonstrated is small-team speed: speed in hiring, speed in getting strong results, and speed in refining our intellectual understanding.
The festival and the perception of it are very hard to pin down, they mean so much, in so many ways, to so many people. If you ask one person what Glastonbury means to them, it will be a very different answer to another. One of the most precious aspects of Glastonbury is specifically that we can't put our finger on it.
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.
Jack Ma went to Jonathan and said, Jonathan, what do you know about finance? He said, 'I don't know anything about finance.' Jack said, 'Well, what do you know about PayPal?' – his response, 'I don't know anything about PayPal'. Jack then said, 'Okay, you're hired, we want you to be the CEO of Ali Pay!'.