Company Success Quotes

The longer I live, the more I realize the impact of attitude on life. Attitude, to me, is more important than facts. It is more important than the past, than education, than money, than circumstances, than failures, than successes, than what other people think or say or do. It is more important than appearance, giftedness or skill. It will make or break a company...a church....a home. The remarkable thing is we have a choice every day regarding the attitude we will embrace for that day. We cannot change our past...we cannot change the fact that people will act in a certain way. We cannot change the inevitable. The only thing we can do is play on the one string we have, and that is our attitude...I am convinced that life is 10% what happens to me and 90% how I react to it. And so it is with you...we are in charge of our attitudes.

Until you accept that you’ll never get your problem fixed, whatever it is, you’ll be endlessly transferred from department to department until our call center closes. Sometimes you’ll be left on hold even after everyone at the call center has left for the day. Until you get exhausted with our run-around service and give up all hope, you’ll be stuck in The Circle Jerk. Right now, this very minute, you’re in The Circle Jerk, sir. Do you wish to continue circling or are you going to hang up your phone and go watch TV?

The longer I live, the more I realize the impact of attitude on life. Attitude, to me, is more important than facts. It is more important than the past, the education, the money, than circumstances, than failure, than successes, than what other people think or say or do. It is more important than appearance, giftedness or skill. It will make or break a company... a church... a home. The remarkable thing is we have a choice everyday regarding the attitude we will embrace for that day. We cannot change our past... we cannot change the fact that people will act in a certain way. We cannot change the inevitable. The only thing we can do is play on the one string we have, and that is our attitude. I am convinced that life is 10% what happens to me and 90% of how I react to it. And so it is with you... we are in charge of our attitudes.

I wasn't good at pretending, that was the thing. After what had happened in that burning house, given what went on there, I could see no point in being anything other than truthful with the world. I had, literally, nothing left to lose. But, by careful observation from the sidelines, I'd worked out that social success is often built on pretending just a little. Popular people sometimes have to laugh at things they don't find very funny, or do things they don't particularly want to, with people whose company they don't particularly enjoy. Not me. I had decided, years ago, that if the choice was between that or flying solo, then I'd fly solo. It was safer that way. Grief is the price we pay for love, so they say. The price is far too high.

Ask yourself, “How did I get here? How is it that I find myself in a company, a role, a relationship, or a life from which I’ve absented my spirit? How did I lose my way?

A high-performing board of directors is the backbone of a successful company.

A board-established and led vision is a critical element of effective corporate governance. It provides direction, inspires stakeholders, and guides the company towards a successful future.

Our work, our relationships, and our lives succeed or fail one conversation at a time. While no single conversation is guaranteed to transform a company, a relationship, or a life, any single conversation can. Speak and listen as if this is the most important conversation you will ever have with this person. It could be. Participate as if it matters. It does.

There's no one-size-fits-all answer to defining business success, as different companies can and should prioritize various aspects of success.

In today's competitive business landscape, a board's primary responsibility is to ensure the long-term success and sustainability of the organization.

To be successful, a Board of Directors must foster a culture of respect and appreciation.

As a board, you want to be able to identify exactly what the company is succeeding at and exactly what it's failing at so that you can amplify the successes and correct the failures with surgical precision.

As a board, you want to be able to identify exactly what the company is succeeding at and exactly what it's failing at so that you can amplify success and correct failure with surgical precision.

I don't know where we should take this company, but I do know that if I start with the right people, ask them the right questions, and engage them in vigorous debate, we will find a way to make this company great.

By harnessing the power of collective intelligence, boards of directors can make better decisions, drive innovation, and ensure the long-term success of their organizations.

The path to innovation begins with curiosity

The test of a first-rate intelligence is the ability to hold two opposed ideas in the mind at the same time, and still retain the ability to function.

You don't believe that your friend could ever do anything great. You despise yourself in secret, even – no, especially – when you stand on your dignity; and since you despise yourself, you are unable to respect your friend. You can't bring yourself to believe that anyone you have sat at table with, or shared a house with, is capable of great achievement. That is why all great men have been solitary. It is hard to think in your company, little man. One can only think 'about' you, or 'for your benefit', not 'with' you, for you stifle all big, generous ideas.

I did not become famous but I got near enough to smell the stench of success. It smelt like burnt cloth and rancid gardenias, and I realized that the truly awful thing about success is that it's held up all those years as the thing that would make everything all right. And the only thing that makes things even slightly bearable is a friend who knows what you're talking about.

Soon after the completion of his college course, his whole nature was kindled into one intense and passionate effervescence of romantic passion. His hour came,—the hour that comes only once; his star rose in the horizon,—that star that rises so often in vain, to be remembered only as a thing of dreams; and it rose for him in vain. To drop the figure,—he saw and won the love of a high-minded and beautiful woman, in one of the northern states, and they were affianced. He returned south to make arrangements for their marriage, when, most unexpectedly, his letters were returned to him by mail, with a short note from her guardian, stating to him that ere this reached him the lady would be the wife of another. Stung to madness, he vainly hoped, as many another has done, to fling the whole thing from his heart by one desperate effort. Too proud to supplicate or seek explanation, he threw himself at once into a whirl of fashionable society, and in a fortnight from the time of the fatal letter was the accepted lover of the reigning belle of the season; and as soon as arrangements could be made, he became the husband of a fine figure, a pair of bright dark eyes, and a hundred thousand dollars; and, of course, everybody thought him a happy fellow. The married couple were enjoying their honeymoon, and entertaining a brilliant circle of friends in their splendid villa, near Lake Pontchartrain, when, one day, a letter was brought to him in that well-remembered writing. It was handed to him while he was in full tide of gay and successful conversation, in a whole room-full of company. He turned deadly pale when he saw the writing, but still preserved his composure, and finished the playful warfare of badinage which he was at the moment carrying on with a lady opposite; and, a short time after, was missed from the circle. In his room,alone, he opened and read the letter, now worse than idle and useless to be read. It was from her, giving a long account of a persecution to which she had been exposed by her guardian's family, to lead her to unite herself with their son: and she related how, for a long time, his letters had ceased to arrive; how she had written time and again, till she became weary and doubtful; how her health had failed under her anxieties, and how, at last, she had discovered the whole fraud which had been practised on them both. The letter ended with expressions of hope and thankfulness, and professions of undying affection, which were more bitter than death to the unhappy young man. He wrote to her immediately: I have received yours,—but too late. I believed all I heard. I was desperate. I am married, and all is over. Only forget,—it is all that remains for either of us." And thus ended the whole romance and ideal of life for Augustine St. Clare. But the real remained,—the real, like the flat, bare, oozy tide-mud, when the blue sparkling wave, with all its company of gliding boats and white-winged ships, its music of oars and chiming waters, has gone down, and there it lies, flat, slimy, bare,—exceedingly real. Of course, in a novel, people's hearts break, and they die, and that is the end of it; and in a story this is very convenient. But in real life we do not die when all that makes life bright dies to us.

But, by careful observation from the sidelines, I’d worked out that social success is often built on pretending just a little. Popular people sometimes have to laugh at things they don’t find very funny, do things they don’t particularly want to, with people whose company they don’t particularly enjoy. Not me. I had decided, years ago, that if the choice was between that or flying solo, then I’d fly solo. It was safer that way.

Ensuring the company's sustainable success requires building resilience into the business model to withstand external shocks.

... all too often, a successful new business model becomes the business model for companies not creative enough to invent their own. [2002] p.46

The most successful companies make the core progression—to first dominate a specific niche and then scale to adjacent markets—a part of their founding narrative.

Be around people that make you want to be a better person, who make you feel good, make you laugh, and remind you what's important in life.

The financial statements are just a starting point. By asking the right questions and actively engaging with the data, board members can gain a deeper understanding of the company's financial health and position themselves to make sound decisions that will ensure the company's long-term success.

A focus on multiple success factors strengthens a company's resilience in the face of challenges.

Ensuring the company's sustainable success requires a board that champions a value-centric approach to decision making.

Visionary companies are so clear about what they stand for and what they’re trying to achieve that they simply don’t have room for those unwilling or unable to fit their exacting standards.

Stay away from people who drive your emotions crazily. Find a better company!

Whoever said you have to be an A$$ to be a boss, should never get to be a boss. Especially in a democratic society. Being an A$$ boss in a democratic society only causes resentment and disloyalty. Motivate your employees by instilling pride in them for themselves and for their work brand. - Strong by Kailin Gow on how to build a Strong Company

By prioritizing a holistic approach to diversity, companies can create a boardroom that truly reflects the multifaceted nature of their stakeholders and maximizes their potential for success.

Garraty wondered how it would be, to lie in the biggest, dustiest library silence of all, dreaming endless, thoughtless dreams behind your gummed-down eyelids, dressed forever in your Sunday suit. No worries about money, success, fear, joy, pain, sorrow, sex, or love. Absolute zero. No father, mother, girlfriend, lover. The dead are orphans. No company but the silence like a moth's wing. An end to the agony of movement, to the long nightmare of going down the road. The body in peace, stillness, and order. The perfect darkness of death. How would that be? Just how would that be?

Market leadership, while not the sole definition of success, can be a powerful aspiration for companies and their boards.

Business success contains the seeds of its own destruction. The more Successful you are, the more people want a chunk of your business and then another chunk and then another until there is nothing

The company that writes your paycheck every two weeks is not your employer; they are your customer. Adopt this mind-set and everything changes. You are free from the daily grind—free to grow your business and serve your customers, your fellow man.

I suggest to you, late or not late, the moment you have discovered that the mission of someone is to pee on your dreams, keep him away or keep away from him.

Fail soon so that you can succeed sooner.

By embracing a holistic approach to value creation, you can position your company for long-term success, build a resilient and sustainable business, and make a positive impact on the world.

Today it is cheaper to start a business than tomorrow.

Ensuring the company's sustainable success requires a board that ensures the accuracy and transparency of financial reporting.

Visionary companies pursue a cluster of objectives, of which making money is only one—and not necessarily the primary one.

Indeed, the real question is not, “Why greatness?” but “What work makes you feel compelled to try to create greatness?” If you have to ask the question, “Why should we try to make it great? Isn’t success enough?” then you’re probably engaged in the wrong line of work.

Visionary companies make some of their best moves by experimentation, trial and error, opportunism, and—quite literally—accident. What looks in retrospect like brilliant foresight and preplanning was often the result of “Let’s just try a lot of stuff and keep what works.

Share and Enjoy' is the company motto of the hugely successful Sirius Cybernetics Corporation Complaints Division, which now covers the major land masses of three medium-sized planets and is the only part of the Corporation to have shown a consistent profit in recent years. The motto stands-- or rather stood-- in three mile high illuminated letters near the Complaints Department spaceport on Eadrax. Unfortunately its weight was such that shortly after it was erected, the ground beneath the letters caved in and they dropped for nearly half their length through the offices of many talented young Complaints executives-- now deceased. The protruding upper halves of the letters now appear, in the local language, to read "Go stick your head in a pig," and are no longer illuminated, except at times of special celebration.

A board of directors, in many ways, is akin to a well-rounded football team. While individual talent is important, true success comes from a complementary mix of skills and expertise that work together seamlessly to achieve a common goal.

Ensuring the company's sustainable success requires a relentless focus on creating value for all stakeholders, not just shareholders.

I don't waste food, water, money, time and talent.

To prosper and to be happy in this life, you have to enter into a Faustian contract with the Prince of Darkness. This is what I realized at last. But it was too late, you see. Even the Devil has a cut-off for age. And they blame these companies, corporations and educational institutes for not being accommodating enough.

Engaged employees are more productive, innovative, and committed to the company's success. They become passionate advocates for your brand and contribute to a positive work environment that attracts and retains top talent.

A successful blitz requires a well-thought-out strategy and flawless execution. Similarly, effective corporate governance involves developing and implementing sound strategies that align with the company's goals and values.

By actively overseeing and providing guidance on risk management and cybersecurity, the board demonstrates its commitment to protecting the company's assets, reputation, and long-term success.

You get the idea. Every business, like a painting, operates according to its own rules. There are many ways to run a successful company. What works once may never work again. What everyone tells you never to do may just work, once. There are no rules. You don't learn to walk by following rules. You learn by doing, and by falling over, and it's because you fall over that you learn to save yourself from falling over. It's the greatest thrill in the world and it runs away screaming at the first sight of bullet points.

A strong definition of business success often incorporates elements from several frameworks. A balanced approach might combine financial health with a commitment to innovation and social responsibility. This ensures the company remains profitable while considering its long-term impact and ethical obligations.

Even the richest of brands are robbed by poor character.

You either did or you didn't - there is no try. - Steve Jobs.

They say that success is a journey, not a destination. But let's be real, the destination is pretty sweet - especially if it comes with a six-figure salary and a company car.

No worries about money, success, fear, joy, pain, sorrow, sex, or love. Absolute zero. No father, mother, girlfriend, lover. The dead are orphans. No company but the silence like a moth's wings. - Garraty's thoughts on death and dying, The Long walk

When you fall short of your goals and dreams ask yourself is it your mindset, perspective, expectations, effort, approach, acceptance, company or a blend of these that needs to change.

But human deciding what to eat without professional guidance - something they have been doing with notable success since coming down out of the trees - is seriously unprofitable if you're a food company, a definite career loser if you're nutritionist, and just plain boring if you're a newspaper editor or reporter.

All it takes is a belief that people are fundamentally good—and enough courage to treat your people like owners instead of machines. Machines do their jobs; owners do whatever is needed to make their companies and teams successful. People spend

The man who grasps principles can successfully select his own methods. The man who tries methods, ignoring principles, is sure to have trouble. —RALPH WALDO EMERSON

My advice was to start a policy of making reversible decisions before anyone left the meeting or the office. In a startup, it doesn’t matter if you’re 100 percent right 100 percent of the time. What matters is having forward momentum and a tight fact-based data/metrics feedback loop to help you quickly recognize and reverse any incorrect decisions. That’s why startups are agile. By the time a big company gets the committee to organize the subcommittee to pick a meeting date, your startup could have made 20 decisions, reversed five of them and implemented the fifteen that worked.

If your business is serious about becoming the best version of itself, consult with Mayflower-Plymouth. If the company or government you lead has major problems that need major solutions or major opportunities that inspire action, consult with Mayflower-Plymouth. We provide holistic solutions with our consulting services.

Companies can learn a lot from biological systems. The human immune system for example is adaptive, redundant, diverse, modular, data-driven and network collaborative. A company that desires not just short term profit but also long term resilience should apply these features of the human immune system to it's business models and company structure.

You get teamwork in the workplace by giving teamwork in the workplace. It's not only about your personal career success or your colleagues' personal career success, but it's also about the success of the company - which is good for everyone employed at the company.

As companies age they tend to become more reliant on extracting value from their past successes and less desirous of innovating. It's every CEO's job to ensure the company rejects this tendency and instead chooses to embrace both the capital of past success and the capital of present innovation.

In todays complex economy, managing a business or company can be nuanced and complicated, but the fundamentals remain the same. Create value, communicate value, sell value. There may be a thousand other things to consider and specific tasks to do, but the fundamentals remain and they remain vital. Create value, communicate value, sell value.

successful companies don’t succeed because they have the right strategy at the beginning; but rather, because they have money left over after the original strategy fails, so that they can pivot and try another approach. Most of those that fail, in contrast, spend all their money on their original strategy—which is usually wrong. The

In essence, a blitz play in football is a microcosm of corporate governance principles. It showcases the importance of coordination in mind body and spirit, clear roles, strategic planning, risk management, and performance evaluation – all critical elements in ensuring a company's success and sustainability.

But in the military you don't get trusted positions just because of your ability. You also have to attract the notice of superior officers. You have to be liked. You have to fit in with the system. You have to look like what the officers above you think that officers should look like. You have to think in ways that they are comfortable with. The result was that you ended up with a command structure that was top-heavy with guys who looked good in uniform and talked right and did well enough not to embarrass themselves, while the really good ones quietly did all the serious work and bailed out their superiors and got blamed for errors they had advised against until they eventually got out. That was the military.

But I have one want which I have never yet been able to satisfy; and the absence of the object of which I now feel as a most severe evil. I have no friend, Margaret: when I am glowing with the enthusiasm of success, there will be none to participate my joy; if I am assailed by disappointment, no one will endeavour to sustain me in dejection. I shall commit my thoughts to paper, it is true; but that is a poor medium for the communication of feeling. I desire the company of a man who could sympathise with me; whose eyes would reply to mine. You may deem me romantic, my dear sister, but I bitterly feel the want of a friend. I have no one near me, gentle yet courageous, possessed of a cultivated as well as of a capacious mind, whose tastes are like my own, to approve or amend my plans. How would such a friend repair the faults of your poor brother!

I have no friend, Margaret: when I am glowing with the enthusiasm of success, there will be none to participate my joy; if I am assailed by disappointment, no one will endeavour to sustain me in dejection. I shall commit my thoughts to paper, it is true; but that is a poor medium for the communication of feeling. I desire the company of a man who could sympathize with me, whose eyes would reply to mine. You may deem me romantic, my dear sister, but I bitterly feel the want of a friend.

A strong and capable leader can stand on their own two feet. A wimpy puppet of a leader needs to have their father, their father-in-law, mother, mother-in-law, sister, nursemaid, paid 'yes' people, etc. prop him up. That's fine if he is a baby, but not fine when he is a grown man. If he is capable of leading a company without the help of nepotism, then his workers will respect him and naturally get motivated to support him as a leader. - Strong by Kailin Gow

The reason is that good management itself was the root cause. Managers played the game the way it was supposed to be played. The very decision-making and resource-allocation processes that are key to the success of established companies are the very processes that reject disruptive technologies: listening carefully to customers; tracking competitors’ actions carefully; and investing resources to design and build higher-performance, higher-quality products that will yield greater profit. These are the reasons why great firms stumbled or failed when confronted with disruptive technological change.

Perhaps most trivial talk is a need to talk about oneself; hence, the never-ending subject of health and sickness, children, travel, successes, what one did, and the innumerable daily things that seem to be important. Since one cannot talk about oneself all the time without being thought a bore, one must exchange the privilege by a readiness to listen to others talking about themselves. Private social meetings between individuals (and often, also, meetings of all kinds of associations and groups) are little markets where one exchanges one’s need to talk about oneself and one’s desire to be listened to for the need of others who seek the same opportunity. Most people respect this arrangement of exchange; those who don’t, and want to talk more about themselves than they are willing to listen, are “cheaters,” and they are resented and have to choose inferior company in order to be tolerated.

Even in engineering-driven Silicon Valley, the buzzwords of the moment call for building a “lean startup” that can “adapt” and “evolve” to an ever-changing environment. Would-be entrepreneurs are told that nothing can be known in advance: we’re supposed to listen to what customers say they want, make nothing more than a “minimum viable product,” and iterate our way to success. But leanness is a methodology, not a goal. Making small changes to things that already exist might lead you to a local maximum, but it won’t help you find the global maximum. You could build the best version of an app that lets people order toilet paper from their iPhone. But iteration without a bold plan won’t take you from 0 to 1. A company is the strangest place of all for an indefinite optimist: why should you expect your own business to succeed without a plan to make it happen? Darwinism may be a fine theory in other contexts, but in startups, intelligent design works best.

Companies that are made up of clusters of leaders will actually accelerate their growth by speeding up their rate of innovation as their competition pulls back, build better teams by investing in people while their rivals shrink training budgets, and pick up top talent as their industry peers lay people off. And so fast companies get that unsettling times are actually gifts for them and periods to get so far ahead of the competition that they can never catch up.

Those who favor a “grand plan” over experimentation fail to understand the role that failed experiments play in creating progress in society. Failures quickly and efficiently signal what doesn’t work, minimizing waste and redirecting scarce resources to what does work. A market economy is an experimental discovery process, in which business failures are inevitable and any attempt to eliminate them only ensures even greater failures.

it is very telling what we don’t hear in eulogies. We almost never hear things like: “The crowning achievement of his life was when he made senior vice president.” Or: “He increased market share for his company multiple times during his tenure.” Or: “She never stopped working. She ate lunch at her desk. Every day.” Or: “He never made it to his kid’s Little League games because he always had to go over those figures one more time.” Or: “While she didn’t have any real friends, she had six hundred Facebook friends, and she dealt with every email in her in-box every night.” Or: “His PowerPoint slides were always meticulously prepared.” Our eulogies are always about the other stuff: what we gave, how we connected, how much we meant to our family and friends, small kindnesses, lifelong passions, and the things that made us laugh.

Work dominates life in Eden-Olympia, and drives out everything else. The dream of a leisure society was the great twentieth-century delusion. Work is the new leisure. Talented and ambitious people work harder than they have ever done, and for longer hours. They find their only fulfillment through work. The men and women running successful companies need to focus their energies on the task in front of them, and for every minute of the day. The last thing they want is recreation.

What I wanted to say is, I'd like to see you become the greatest success in the world. But you'd better be on your guard. Because I'll do my damnedest to make you fail. Can't help it. I hate myself. Got to take revenge. On everyone else. Especially you. Oscar Wilde's "Reading Gaol" has the dope twisted. The man was dead and so he had to kill the thing he loved. That's what it ought to be. The dead part of me hopes you won't get well. Maybe he's even glad the same has got Mama again! He wants company, he doesn't want to be the only corpse around the house!

Women are prepared to suffer for love; it's written into their birth certificates. Women are not prepared to have "everything," not success-type "everything." I mean, not when the "everything" isn't about living happily ever after with the prince (where even if it falls through and the prince runs away with the baby-sitter, there at least a precedent). There's no precedent for women getting their own "everything" and learning that it's not the answer. Especially when you got fame, money, and love by belting out how sad and lonely and beaten you were. Which is only a darker version fo the Hollywood "everything" in which the more vulnerability and ineptness you project onto the screen, the more fame, money, and love they load you with. They'll only give you "everything" if you appear to be totally confused. Which leaves you with very few friends.

Do not keep company with people who speak of careers. Not only are such people uninteresting in themselves; they also have no interest in anything interesting. . . . Keep company with people who are interested in the world outside themselves. The one who never asks you what you are working on; who never inquires as to the success of your latest project; who never uses the word career as a noun -- he is your friend.

In our current culture, we place a lot of emphasis on job description. Our obsession with the advice to “follow your passion” (the subject of my last book), for example, is motivated by the (flawed) idea that what matters most for your career satisfaction is the specifics of the job you choose. In this way of thinking, there are some rarified jobs that can be a source of satisfaction—perhaps working in a nonprofit or starting a software company—while all others are soulless and bland. The philosophy of Dreyfus and Kelly frees us from such traps. The craftsmen they cite don’t have rarified jobs. Throughout most of human history, to be a blacksmith or a wheelwright wasn’t glamorous. But this doesn’t matter, as the specifics of the work are irrelevant. The meaning uncovered by such efforts is due to the skill and appreciation inherent in craftsmanship—not the outcomes of their work.

Leadership requires kindness. If the people in positions of power in the company are cruel and mean to the other employees, it puts the whole company into a fear vibration. And that repels customers. Leaders should be stern, but kind; bold, but gracious. At Mayflower-Plymouth, we're here to help your business figure this out, and to provide holistic solutions. At Mayflower-Plymouth, we're here to help your business figure this out, and to provide holistic solutions.

William Shakespeare (baptised 26 April 1564 – died 23 April 1616) was an English poet and playwright, widely regarded as the greatest writer in the English language and the world's pre-eminent dramatist. He is often called England's national poet and the "Bard of Avon" (or simply "The Bard"). His surviving works consist of 38 plays, 154 sonnets, two long narrative poems, and several other poems. His plays have been translated into every major living language, and are performed more often than those of any other playwright. Shakespeare was born and raised in Stratford-upon-Avon. At the age of 18 he married Anne Hathaway, who bore him three children: Susanna, and twins Hamnet and Judith. Between 1585 and 1592 he began a successful career in London as an actor, writer, and part owner of the playing company the Lord Chamberlain's Men, later known as the King's Men. He appears to have retired to Stratford around 1613, where he died three years later. Few records of Shakespeare's private life survive, and there has been considerable speculation about such matters as his sexuality, religious beliefs, and whether the works attributed to him were written by others. Shakespeare produced most of his known work between 1590 and 1613. His early plays were mainly comedies and histories, genres he raised to the peak of sophistication and artistry by the end of the sixteenth century. Next he wrote mainly tragedies until about 1608, including Hamlet, King Lear, and Macbeth, considered some of the finest examples in the English language. In his last phase, he wrote tragicomedies, also known as romances, and collaborated with other playwrights. Many of his plays were published in editions of varying quality and accuracy during his lifetime, and in 1623 two of his former theatrical colleagues published the First Folio, a collected edition of his dramatic works that included all but two of the plays now recognised as Shakespeare's. Shakespeare was a respected poet and playwright in his own day, but his reputation did not rise to its present heights until the nineteenth century. The Romantics, in particular, acclaimed Shakespeare's genius, and the Victorians hero-worshipped Shakespeare with a reverence that George Bernard Shaw called "bardolatry". In the twentieth century, his work was repeatedly adopted and rediscovered by new movements in scholarship and performance. His plays remain highly popular today and are consistently performed and reinterpreted in diverse cultural and political contexts throughout the world. Source: Wikipedia

A visionary company is like a great work of art. Think of Michelangelo’s scenes from Genesis on the ceiling of the Sistine Chapel or his statue of David. Think of a great and enduring novel like Huckleberry Finn or Crime and Punishment. Think of Beethoven’s Ninth Symphony or Shakespeare’s Henry V. Think of a beautifully designed building, like the masterpieces of Frank Lloyd Wright or Ludwig Mies van der Rohe. You can’t point to any one single item that makes the whole thing work; it’s the entire work—all the pieces working together to create an overall effect—that leads to enduring greatness.

Investors are people with more money than time. Employees are people with more time than money. Entrepreneurs are simply the seductive go-betweens. Startups are business experiments performed with other people’s money. Marketing is like sex: only losers pay for it.” “Company culture is what goes without saying. There are no real rules, only laws. Success forgives all sins. People who leak to you, leak about you. Meritocracy is the propaganda we use to bless the charade. Greed and vanity are the twin engines of bourgeois society. Most managers are incompetent and maintain their jobs via inertia and politics. Lawsuits are merely expensive feints in a well-scripted conflict narrative between corporate entities. Capitalism is an amoral farce in which every player—investor, employee, entrepreneur, consumer—is complicit.

When I went to Pixar, I became aware of a great divide. Tech companies don’t understand creativity. They don’t appreciate intuitive thinking, like the ability of an A&R guy at a music label to listen to a hundred artists and have a feel for which five might be successful. And they think that creative people just sit around on couches all day and are undisciplined, because they’ve not seen how driven and disciplined the creative folks at places like Pixar are. On the other hand, music companies are completely clueless about technology. They think they can just go out and hire a few tech folks. But that would be like Apple trying to hire people to produce music. We’d get second-rate A&R people, just like the music companies ended up with second-rate tech people. I’m one of the few people who understands how producing technology requires intuition and creativity, and how producing something artistic takes real discipline.

She waited for a man who would marvel her with his intellect, wit and physique, all at the same time. Someone who would beguile her, unnerve her, possess her, and claim her and then make her jealous with deceit and accusations. Someone who wouldn’t bore her after a few hours of company. Someone who wouldn’t be distracted by someone younger than her - even at that age, she had her insecurities........ She waited for a man who would be worth a chase and a challenge, who would beguile her and ravage her, and be true to her. She was no fool. She knew the limitations of affectation and ceremonial overtures between husband and wife. She knew the limits of compatibility, being put off by a few of her suitors instantly. She knew that love was not a guarantee to lifetime of happiness. She knew the importance of money and it’s effect on men. She knew the value of having the best in jewelry, clothes and company, for a person was judged accordingly, and if one wished to be a success, one had to look the part. And that required continuity of resources, not affection. But still she waited. She waited for a man who would surprise her beyond her expectations. She waited for a man who would be magical. She waited for a man who would never come.

Every good-to-great company had Level 5 leadership during the pivotal transition years. • “Level 5” refers to a five-level hierarchy of executive capabilities, with Level 5 at the top. Level 5 leaders embody a paradoxical mix of personal humility and professional will. They are ambitious, to be sure, but ambitious first and foremost for the company, not themselves. • Level 5 leaders set up their successors for even greater success in the next generation, whereas egocentric Level 4 leaders often set up their successors for failure. • Level 5 leaders display a compelling modesty, are self-effacing and understated. In contrast, two thirds of the comparison companies had leaders with gargantuan personal egos that contributed to the demise or continued mediocrity of the company. • Level 5 leaders are fanatically driven, infected with an incurable need to produce sustained results. They are resolved to do whatever it takes to make the company great, no matter how big or hard the decisions. • Level 5 leaders display a workmanlike diligence—more plow horse than show horse. • Level 5 leaders look out the window to attribute success to factors other than themselves. When things go poorly, however, they look in the mirror and blame themselves, taking full responsibility. The comparison CEOs often did just the opposite—they looked in the mirror to take credit for success, but out the window to assign blame for disappointing results.

Ask yourself . . . What are my goals when I converse with people? What kinds of things do I usually discuss? Are there other topics that would be more important given what’s actually going on? How often do I find myself—just to be polite—saying things I don’t mean? How many meetings have I sat in where I knew the real issues were not being discussed? And what about the conversations in my marriage? What issues are we avoiding? If I were guaranteed honest responses to any three questions, whom would I question and what would I ask? What has been the economical, emotional, and intellectual cost to the company of not identifying and tackling the real issues? What has been the cost to my marriage? What has been the cost to me? When was the last time I said what I really thought and felt? What are the leaders in my organization pretending not to know? What are members of my family pretending not to know? What am I pretending not to know? How certain am I that my team members are deeply committed to the same vision? How certain am I that my life partner is deeply committed to the vision I hold for our future? If nothing changes regarding the outcomes of the conversations within my organization, what are the implications for my own success and career? for my department? for key customers? for the organization’s future? What about my marriage? If nothing changes, what are the implications for us as a couple? for me? What is the conversation I’ve been unable to have with senior executives, with my colleagues, with my direct reports, with my customers, with my life partner, and most important, with myself, with my own aspirations, that, if I were able to have, might make the difference, might change everything? Are

Marx wrote about finance and industry all his life but he only knew two people connected with financial and industrial processes. One was his uncle in Holland, Lion Philips, a successful businessman who created what eventually became the vast Philips Electric Company. Uncle Philips' views on the whole capitalist process would have been well-informed and interesting, had Marx troubled to explore them. But he only once consulted him, on a technical matter of high finance, and though he visited Philips four times, these concerned purely personal mattes of family money. The other knowledgeable man was Engels himself. But Marx declined Engel's invitation to accompany him on a visit to a cotton mill, and so far as we know Marx never set foot in a mill, factory, mine or other industrial workplace in the whole of his life.

Following Homo sapiens, domesticated cattle, pigs and sheep are the second, third and fourth most widespread large mammals in the world. From a narrow evolutionary perspective, which measures success by the number of DNA copies, the Agricultural Revolution was a wonderful boon for chickens, cattle, pigs and sheep. Unfortunately, the evolutionary perspective is an incomplete measure of success. It judges everything by the criteria of survival and reproduction, with no regard for individual suffering and happiness. Domesticated chickens and cattle may well be an evolutionary success story, but they are also among the most miserable creatures that ever lived. The domestication of animals was founded on a series of brutal practices that only became crueller with the passing of the centuries. The natural lifespan of wild chickens is about seven to twelve years, and of cattle about twenty to twenty-five years. In the wild, most chickens and cattle died long before that, but they still had a fair chance of living for a respectable number of years. In contrast, the vast majority of domesticated chickens and cattle are slaughtered at the age of between a few weeks and a few months, because this has always been the optimal slaughtering age from an economic perspective. (Why keep feeding a cock for three years if it has already reached its maximum weight after three months?) Egg-laying hens, dairy cows and draught animals are sometimes allowed to live for many years. But the price is subjugation to a way of life completely alien to their urges and desires. It’s reasonable to assume, for example, that bulls prefer to spend their days wandering over open prairies in the company of other bulls and cows rather than pulling carts and ploughshares under the yoke of a whip-wielding ape. In order for humans to turn bulls, horses, donkeys and camels into obedient draught animals, their natural instincts and social ties had to be broken, their aggression and sexuality contained, and their freedom of movement curtailed. Farmers developed techniques such as locking animals inside pens and cages, bridling them in harnesses and leashes, training them with whips and cattle prods, and mutilating them. The process of taming almost always involves the castration of males. This restrains male aggression and enables humans selectively to control the herd’s procreation.

As I developed as a CEO, I found two key techniques to be useful in minimizing politics. 1. Hire people with the right kind of ambition. The cases that I described above might involve people who are ambitious but not necessarily inherently political. All cases are not like this. The surest way to turn your company into the political equivalent of the U.S. Senate is to hire people with the wrong kind of ambition. As defined by Andy Grove, the right kind of ambition is ambition for the company’s success with the executive’s own success only coming as a by-product of the company’s victory. The wrong kind of ambition is ambition for the executive’s personal success regardless of the company’s outcome. 2. Build strict processes for potentially political issues and do not deviate. Certain activities attract political behavior. These activities include:   Performance evaluation and compensation   Organizational design and territory   Promotions Let’s examine each case and how you might build and execute a process that insulates the company from bad behavior and politically motivated outcomes.

-Prayer In My Life- Every person has his own ideas of the act of praying for God's guidance, tolerance and mercy to fulfill his duties and responsibilities. My own concept of prayer is not a plea for special favors, nor as a quick palliation for wrongs knowingly committed. A prayer, it seems to me, implies a promise as well as a request; at the highest level, prayer not only is supplication for strength and guidance, but also becomes an affirmation of life and thus a reverent praise of God. Deeds rather than words express my concept of the part religion should play in everyday life. I have watched constantly that in our movie work the highest moral and spiritual standards are upheld, whether it deals with fable or with stories of living action. This religious concern for the form and content of our films goes back 40 years to the rugged financial period in Kansas City when I was struggling to establish a film company and produce animated fairy tales. Thus, whatever success I have had in bringing clean, informative entertainment to people of all ages, I attribute in great part to my Congregational upbringing and lifelong habit of prayer. To me, today at age 61, all prayer by the humble or highly placed has one thing in common: supplication for strength and inspiration to carry on the best impulses which should bind us together for a better world. Without such inspiration we would rapidly deteriorate and finally perish. But in our troubled times, the right of men to think and worship as their conscience dictates is being sorely pressed. We can retain these privileges only by being constantly on guard in fighting off any encroachment on these precepts. To retreat from any of the principles handed down by our forefathers, who shed their blood for the ideals we all embrace, would be a complete victory for those who would destroy liberty and justice for the individual.

I began looking for these four: Smart. It doesn’t mean high IQ (although that’s great), it means disposed toward learning. If there’s a best practice anywhere, adopt it. We want to turn as much as possible into a routine so we can focus on the few things that require human intelligence and creativity. A good interview question for this is: “Tell me about the last significant thing you learned about how to do your job better.” Or you might ask a candidate: “What’s something that you’ve automated? What’s a process you’ve had to tear down at a company?” Humble. I don’t mean meek or unambitious, I mean being humble in the way that Steph Curry is humble. If you’re humble, people want you to succeed. If you’re selfish, they want you to fail. It also gives you the capacity for self-awareness, so you can actually learn and be smart. Humility is foundational like that. It is also essential for the kind of collaboration we want at Slack. Hardworking. It does not mean long hours. You can go home and take care of your family, but when you’re here, you’re disciplined, professional, and focused. You should also be competitive, determined, resourceful, resilient, and gritty. Take this job as an opportunity to do the best work of your life. Collaborative. It’s not submissive, not deferential—in fact it’s kind of the opposite. In our culture, being collaborative means providing leadership from everywhere. I’m taking responsibility for the health of this meeting. If there’s a lack of trust, I’m going to address that. If the goals are unclear, I’m going to deal with that. We’re all interested in getting better and everyone should take responsibility for that. If everyone’s collaborative in that sense, the responsibility for team performance is shared. Collaborative people know that success is limited by the worst performers, so they are either going to elevate them or have a serious conversation. This one is easy to corroborate with references, and in an interview you can ask, “Tell me about a situation in your last company where something was substandard and you helped to fix it.

Most of the successful innovators and entrepreneurs in this book had one thing in common: they were product people. They cared about, and deeply understood, the engineering and design. They were not primarily marketers or salesmen or financial types; when such folks took over companies, it was often to the detriment of sustained innovation. “When the sales guys run the company, the product guys don’t matter so much, and a lot of them just turn off,” Jobs said. Larry Page felt the same: “The best leaders are those with the deepest understanding of the engineering and product design.”34 Another lesson of the digital age is as old as Aristotle: “Man is a social animal.” What else could explain CB and ham radios or their successors, such as WhatsApp and Twitter? Almost every digital tool, whether designed for it or not, was commandeered by humans for a social purpose: to create communities, facilitate communication, collaborate on projects, and enable social networking. Even the personal computer, which was originally embraced as a tool for individual creativity, inevitably led to the rise of modems, online services, and eventually Facebook, Flickr, and Foursquare. Machines, by contrast, are not social animals. They don’t join Facebook of their own volition nor seek companionship for its own sake. When Alan Turing asserted that machines would someday behave like humans, his critics countered that they would never be able to show affection or crave intimacy. To indulge Turing, perhaps we could program a machine to feign affection and pretend to seek intimacy, just as humans sometimes do. But Turing, more than almost anyone, would probably know the difference. According to the second part of Aristotle’s quote, the nonsocial nature of computers suggests that they are “either a beast or a god.” Actually, they are neither. Despite all of the proclamations of artificial intelligence engineers and Internet sociologists, digital tools have no personalities, intentions, or desires. They are what we make of them.

Entrepreneurs who kept their day jobs had 33 percent lower odds of failure than those who quit. If you’re risk averse and have some doubts about the feasibility of your ideas, it’s likely that your business will be built to last. If you’re a freewheeling gambler, your startup is far more fragile. Like the Warby Parker crew, the entrepreneurs whose companies topped Fast Company’s recent most innovative lists typically stayed in their day jobs even after they launched. Former track star Phil Knight started selling running shoes out of the trunk of his car in 1964, yet kept working as an accountant until 1969. After inventing the original Apple I computer, Steve Wozniak started the company with Steve Jobs in 1976 but continued working full time in his engineering job at Hewlett-Packard until 1977. And although Google founders Larry Page and Sergey Brin figured out how to dramatically improve internet searches in 1996, they didn’t go on leave from their graduate studies at Stanford until 1998. “We almost didn’t start Google,” Page says, because we “were too worried about dropping out of our Ph.D. program.” In 1997, concerned that their fledgling search engine was distracting them from their research, they tried to sell Google for less than $2 million in cash and stock. Luckily for them, the potential buyer rejected the offer. This habit of keeping one’s day job isn’t limited to successful entrepreneurs. Many influential creative minds have stayed in full-time employment or education even after earning income from major projects. Selma director Ava DuVernay made her first three films while working in her day job as a publicist, only pursuing filmmaking full time after working at it for four years and winning multiple awards. Brian May was in the middle of doctoral studies in astrophysics when he started playing guitar in a new band, but he didn’t drop out until several years later to go all in with Queen. Soon thereafter he wrote “We Will Rock You.” Grammy winner John Legend released his first album in 2000 but kept working as a management consultant until 2002, preparing PowerPoint presentations by day while performing at night. Thriller master Stephen King worked as a teacher, janitor, and gas station attendant for seven years after writing his first story, only quitting a year after his first novel, Carrie, was published. Dilbert author Scott Adams worked at Pacific Bell for seven years after his first comic strip hit newspapers. Why did all these originals play it safe instead of risking it all?