Wisdom in fragments

Before I felt leadership was something you earned. Mount Everest, I think changed my opinion quite dramatically. When I came back from that expedition, I realised that all leadership really is, is empowering people to find their purpose, because the only way people are fully engaged and productive and happy is when they are working towards a higher purpose.

All inequality is not created equal. An intersectional approach shows the way that people's social identities can overlap, creating compounding experiences of discrimination.

Numerous studies including recent ones from Stanford and Harvard Universities show that young girls, by the age of six, in the U.S. feel they are less intellectually capable than boys. Why? Because when they open a history book, they are predominantly exposed to male innovators.

This is why today women account for a mere 0.5% of recorded history.

As a collective, we tend to look at progress as being linear, especially where it concerns women's rights. This is a huge mistake and breeds complacency because we risk losing the hard-won gains.

Women in Iran are quite possibly the greatest threat to the regime, they are courageous and relentless in their pursuit of justice, human rights, and freedom from oppression and make the sacrifices needed to bring about change for future generations.

To understand what we're facing in the 21st century, we need to look back in history. It has not always been the case that women were considered inferior or subordinate to men. The myth of women's inferiority is the product of a social system that has produced and fostered countless other inequalities, inferiorities, degradations, and discriminations.

A resilient position means that you are not always on the brink of war. The cost of war is so great that being on the brink is a deeply uncomfortable place to be. We have to make leaders and societies pay more attention to the costs of conflict.

Economist specializing in conflict, development, and poverty research

One of the key things to look out for is the centralisation of power – in most of the places we see conflict, there is highly centralised power, and often few checks and balances on whoever is in control. Unchecked interests can lead people to ignore the costs of war.

Economist specializing in conflict, development, and poverty research

We go to war not because we ignore the costs, but because we know there are costs, but we are willing to pay those costs because we get something from the war which we wouldn't get otherwise.

Economist specializing in conflict, development, and poverty research

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.

Economist specializing in conflict, development, and poverty research

We do fight a lot of the time. The United States has been at war with somebody (in an active, intensive, pitched-battling sense) for many years of its existence but- importantly- not with most of its potential adversaries. Peace is not so unusual, and perhaps we should also not overestimate the frequency and likelihood of war.

Economist specializing in conflict, development, and poverty research

Today, information is omnidirectional – you have to respond to it immediately- and you have to empower people, in the field, to make decisions, or you will fail. Leaders today are far less involved with telling people what to do, and much more involved with setting goals and providing guardrails.

Editor of Fortune Magazine & Wall Street Journal columnist

Most leaders are running human organisations, not financial organisations. This means they need to understand how to motivate, inspire and organise people first rather than capital first. This requires a set of skills that traditionally have not been taught in business schools.

Editor of Fortune Magazine & Wall Street Journal columnist

Social media has decreased distance and that means that we are just as passionately bothered about things on the other side of the world, as we are things in our home town. Social media transparency has had, and is having, a huge impact on stakeholder visibility.

Editor of Fortune Magazine & Wall Street Journal columnist

If you look at the balance sheets of Fortune 500 companies 50 years ago and today, 50 years ago, 80% of the value was physical stuff. Today, more than 85% of the value consists of intangibles. Companies must become so much more now that their value comes from their ability to inspire, drive and organise human beings.

Editor of Fortune Magazine & Wall Street Journal columnist