There is a famous Iraqi idiom which states that if you think your opponents can eat you for dinner, then you'd better eat them for lunch. If your opponent is too big and powerful to eat you right-now, you'd better eat them for lunch before they eat you. Commitment problems from our opponents lead us to act, and that's another reason why rational man can go to war.
— Christopher BlattmanGrayson Perry once said that, 'art is our way of creating the narrative to what goes on around us…' and that really stuck with me. As silly as the discos are, they are actually how our family have made a story out of our world being turned upside down.
You need to work like someone's trying to take it all away from you, because they are.
If this wasn't a huge opportunity, I wouldn't waste my time- most of our investors wouldn't. If we were producing luxury meat that is only aimed at Michelin Star restaurants. The number of people that can afford to eating Michelin star restaurants is relatively few, you're not going to make an impact on the climate, you're not going make an impact on the future of our kids.
I am never again going to accept a box of Ferrero Rocher from anyone. We need to do away with the idea of what diplomats do and how they work. Being diplomatic in the sense of not really saying what you mean or softening the message—it's been absolutely essential to be clear and precise.
the most important thing is to commit your resources, whether it's money or time, to a cause that you're passionate about, whether that is a local school, supporting an environmental project, or helping poor kids in Africa
anybody who's in wonderhell will know what that word means the second they see the word.
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.
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.
As children we experience a domestication process where rather than having our authenticity unlocked for us, instead we have put upon us layers and layers of rules about how we ought to behave and how we ought not to behave.
The true risk with all of these securities is the fact that real-yields are actually negative. So I don't think this is an issue of ability or willingness to pay, it's really that you are getting negative real returns.
We believe that by being open, honest and transparent with communities- they are more likely to protect, respect and patronise our projects. Our primary responsibility is to make money for our investors. That however, is not mutually exclusive to making positive change.
Positions are what people say they want, interests are why they want the things they want. In most deadlocked negotiations, people haven't really got down to understanding what's driving the other side.