Leadership

The plan is the lists, milestones and responsibilities- not the document that describes them.

Founder of Palo Alto Software and business planning expert

When you put a prize out there, you legitimise the pursuit of something which is often pretty audacious. Legitimacy also brings about renewed focus and vigour on the problem at hand- it's a little like the context of a 4 minute mile… nobody thought it was possible until it was achieved.

So not only has average pay gone down, but the job has got riskier.

University of Chicago finance professor specializing in private equity and leveraged buyouts

The most successful organisations I've met over the years have a very-strong senses of culture (even from start-up stage). This isn't the soft process of drafting a mission statement for your website, but genuinely understanding the type of personality you want your company to have.

When you've founded a business, the last thing you want to do is let-go. It's part of the psychology of most founders- but let-go you must, and if you handle it right, it can work extremely well.

Delegation is about giving the right people in your organisation the ability to excel at what they do, and in turn- to help you (as a company leader) to achieve the objectives of your enterprise.

You need to hire people who are smart, ideally smarter than you. There's a reason Google, Apple and their peers are filled with PhD's. The smarter your team (whether academically, or in experience) the more they will deliver.

Steve Jobs forced me to figure out what was important to me, and who I was. He demanded that everybody in the room had to be at the top of their game, the best in their field.

Don't make the mistake of confusing net worth and self-worth.

On one hand, competitive high-pressure jobs lead executives into many situations that can induce worry and fear (anxiety), hopelessness and despair (depression), and urgency (stress). On the other hand, some people are drawn to high pressure jobs by their adventurous personalities, their ability to tolerate risk, and their motivation for achievement.

As founder(s) you cannot be scared of making tough decisions for the good of your business; the longer you let things lie, the tougher (and more expensive) it can be to resolve them.

You have to empower your board to make their own decisions, follow their instinct, and execute. Think of your board in many ways as a team of entrepreneurs that you're investing in, rather than as employees that you manage.

Many entrepreneurs make the mistake of hiring a table of yes-men. This is great for ego, bad for business. You need to hire people who are smarter or more experienced than you in those specific roles. They may often challenge you and re-structure your thoughts, but this is important for good governance.

What failure really means is that you are trying to live life, and the fact that you fail means that you are trying. As soon as you try to avoid failure, you are facing the wrong direction.

Co-Founder of Pixar & Pioneer in Computer Graphics

If you don't have some failures continually, it is a signal that you have retreated into the conservative past. Most people still interpret failure as an unfortunate thing to get to success, but this isn't actually what it means.

Co-Founder of Pixar & Pioneer in Computer Graphics

People should adopt a fearlessness where they are trying new things, but then accept that by doing this- a certain percentage of things will fail. Failure is not a necessary evil, but rather- it is a positive part of on-going progress.

Co-Founder of Pixar & Pioneer in Computer Graphics