From 600+ conversations with the world’s leading thinkers.
We are held back by our deep, underlying fears. Fears of rejection, fears of being the imposter. We need to reframe these fears and work on regret minimisation. If you didn't take that action, spark up that conversation, or try that idea, would you regret it? if you would- then don't hesitate, do it.
Every reason why we fight reveals a cost that our society ignored. The grisly, terrible costs of fighting are often 'nil' where, for example in the case of a dictator, the leadership is not held to account.
How many CEOs or heads of government agencies have taken the trouble today to say, 'Who are my five most-thoughtful antagonists? How have I reached out to them, and what efforts do I have in place to create a listening community across those antagonists for when I really need it when the crisis hits?'
To understand this better, let's travel back in time, focusing on the evolution of corporate America as an example. The initial major corporations were family businesses, constructed with the intent of longevity and continuity. They were built to be bequeathed, akin to the great establishments in India such as Tata, and even in Japan. The emphasis wasn't merely on scaling to sell, but on nurturing the business to be transferred across generations.
Every failure has lessons it can give us- and knowing failure is possible and monitoring where you expect it to occur, allows you to divert your attention to the necessary observations and actions to carry out the positive.
Endurance stays with you across everything, if you do it one place, you can do it anywhere. You're able to sustain because you've already trained your brain to do that.
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.
Typically, when you ask a business person about their progress, their immediate response tends to revolve around growth figures – 'We're 20% up from last year' – under the assumption that growth equates to robustness and sustainability. However, empirical evidence doesn't support this assumption.
The true measure of success, as I see it, lies in the effort to effect positive change in the world. However, this perspective isn't universally embraced. The feeling of success, it's crucial to clarify, has little to do with financial gain or even fame. These are two entirely distinct concepts.
Fundamentally, it's really hard to work on intellectual and complex projects collaboratively. Complexity is underestimated, even by the people who are in the thick of it.
The wisdom I've gathered over the years taught me to seek out individuals who have a sense of reverence towards the job at hand. Rather than recruiting someone who assumes they've mastered it all, we seek those who regard their roles with awe. My experience has shown me the importance of hiring problem solvers and builders, not just those who impose pre-established templates.
Philanthropy is very much like business, there's not such a huge difference. In business you have a mission statement, in philanthropy you have a vision. I believe in philanthropy we want to do things that give back as much as we give, otherwise it doesn't have permanence.