Business

They took a relative view of risk… They had an understanding of the risks of something going wrong, but balanced that against missing an opportunity. When that opportunity exceeded the risk of going wrong? That's when they jumped…

It was not wealth or fame that these people wanted… These individuals had, in their own minds, observed a particular customer need that wasn't being met. They were wired in such a way, that this need seemed obvious to them. Whether it led to a million or a billion? That was secondary.

These individuals were extremely well-read, very curious and very disciplined… In a world where so many of us multi-task, when we met with these individuals, they were very focussed on the interview, free of interruptions. That's very unusual nowadays.

80% of self-made billionaires we studied made their mark in mature, competitive markets. They weren't all 'exactly' new products that came out – they were maybe a variation of a business model or existing product that pleased the customer in a different way. Think of Howard Schulz with Starbucks, or Sara Blakeley with Spanx for example.

At Dyson our philosophy has always been to invest in the long term. To power our 25 year pipeline of technology we have just announced a further £1.5 billion investment into new research and development on top of our current spending of £3 million a week. You cannot create disruptive technology without investing heavily in the long term.

Inventor & Founder of Dyson Ltd, Bagless Vacuum Pioneer

I feel it is the duty for every human and company to do something to either make their community, their city, their state, their country or the world a better place to live. You don't have to contribute financially, but rather your time, smile and good wishes to start the ball rolling. Time is a very valuable thing, when you contribute your time to others- you've contributed something of great value

Co-Founder of Paul Mitchell Systems & The Patrón Spirits Company

One of the challenges in networking is everybody thinks it's making cold calls to strangers. Actually, it's the people who already have strong trust relationships with you, who know you're dedicated, smart, a team player, who can help you.

Co-Founder of LinkedIn & Venture Capitalist

there are no good musicians who do not have a good ear, no artists without a great imagination, no writers without an excellent command of the language. The same goes for our trade. It is not enough to know how to use a calculator or build sound financial models. You need to have vision. You should look at a business process as if it were a living thing; you need to sense its music. You know, a good chess player does not need to spend a great deal of time calculating – sometimes one look at the chessboard is enough to know if a combination is good or bad…

Russian Oligarch & Owner of Norilsk Nickel Mining Company

Winning is good, losing is bad! Do you want to be in the winner's locker room celebrating or in the losers with your head down and a towel around your neck? If you're winning, you can give back — to your family, institutions of your choice, and your local communities... If you're losing, your pockets are empty.

Former CEO of General Electric; Pioneered "Jack Welch Management" Techniques

Growth is like an elixir. It's exciting, it creates more and more growth, and it's a helluva lot of fun. Business is fun, it's a game. You're playing against others, and you want to win!

Former CEO of General Electric; Pioneered "Jack Welch Management" Techniques

You must surround yourself with great people, and as you grow, never forget the generosity gene. You must demonstrate that gene with encouragement, praise, recognition, and cash... Building a great team is what this business game is all about. The team with the best players working together wins.

Former CEO of General Electric; Pioneered "Jack Welch Management" Techniques

You have to get under the skin of every employee, becoming a chief meaning officer, giving your team purpose, getting everyone on the same page. You have to make sure your entire team knows where they're going, how they're going to get there, and what's in it for them.

Former CEO of General Electric; Pioneered "Jack Welch Management" Techniques

Your corporate's social responsibility is to win. You cannot be generous from an empty wagon! This nonsense about giving when you're broke is ridiculous. Corporate responsibility, first and foremost, is to win. You can then take those resources from winning and allocate them as you see fit. That's not a popular statement, but it's the truth!

Former CEO of General Electric; Pioneered "Jack Welch Management" Techniques

Establishing a culture of truth and trust is absolutely critical to being a great leader, and that takes effort and energy every day. You have to ceaselessly reach for truth and trust every day, and you have to be relentless in your pursuit of trust, and show your people that you have their back.

Former CEO of General Electric; Pioneered "Jack Welch Management" Techniques

The sleep revolution is finally hitting the workplace. It's not in full swing yet, but you can see the evidence all around. But now the business world is waking up to the high cost of sleep deprivation on productivity, health care, and ultimately the bottom line. I expect the nap room to soon become as universal as the conference room.

Co-Founder of The Huffington Post & Wellness Advocate

Sleep became not just devalued but actively scorned. After all, every hour spent sleeping was another hour spent not working—therefore another wasted hour. And despite a growing awareness of the importance of well-being, so many of our modern attitudes still reflect this.

Co-Founder of The Huffington Post & Wellness Advocate