Competition In Business Quotes

Business is a game, played for fantastic stakes, and you're in competition with experts. If you want to win, you have to learn to be a master of the game.

Anytime you find someone more successful than you are, especially when you're both engaged in the same business - you know they're doing something that you aren't.

A deceitful man will go as far as to trample all over a woman’s reputation and spirit, in order to prove to his ex-love that he was faithful. The irony, is he is still in love with his ex and the new woman in his life doesn’t even realize it.

Tolstoy opens Anna Karenina by observing: “All happy families are alike; each unhappy family is unhappy in its own way.” Business is the opposite. All happy companies are different: each one earns a monopoly by solving a unique problem. All failed companies are the same: they failed to escape competition.

Companies aren’t families. They’re battlefields in a civil war.

If God is omnipotent and omniscient, why didn't he start the universe out in the first place so it would come out the way he wants? Why's he constantly repairing and complaining? No, there's one thing the Bible makes clear: The biblical God is a sloppy manufacturer. He's not good at design, he's not good at execution. He'd be out of business, if there was any competition.

There is one and only one social responsibility of business–to use it resources and engage in activities designed to increase its profits so long as it stays within the rules of the game, which is to say, engages in open and free competition without deception or fraud

Like many business men of genius he learned that free competition was wasteful, monopoly efficient.

Demand is one of those factors which decide the fate of your business.

So here I am, in the middle way, having had twenty years- Twenty years largely wasted, the years of l'entre deux guerres- Trying to use words, and every attempt Is a wholy new start, and a different kind of failure Because one has only learnt to get the better of words For the thing one no longer has to say, or the way in which One is no longer disposed to say it. And so each venture Is a new beginning, a raid on the inarticulate, With shabby equipment always deteriorating In the general mess of imprecision of feeling, Undisciplined squads of emotion. And what there is to conquer By strength and submission, has already been discovered Once or twice, or several times, by men whom one cannot hope To emulate - but there is no competition - There is only the fight to recover what has been lost And found and lost again and again: and now, under conditions That seem unpropitious. But perhaps neither gain nor loss. For us, there is only the trying. The rest is not our business.

Always treat your competitors smarter than you are.

Competition helps you to be innovative and innovation is what keeps us going and moving from one civilization to another advanced civilization.

Strategy is your war plan. If you go to a war without your strategy, you might not be able to defeat the enemy.

Fearing a competition is okay, but what is not okay is not making yourself strong enough to face that fear.

The key to fighting and surviving the competition lies in understanding your customers’ needs.

When you promise but don’t deliver, you start competing against yourself, against the image that you have built of your brand for your customers.

Market research provides information about what new changes your competitors have made which you should too before it’s too late.

The process of decision-making can become efficient and effective, if the right information is handy on time.

Market research helps you understand the need of your product in the existing market and the current competition.

There is always competition. It can be direct, or it can be indirect, and you should always be prepared with a plan to fight it.

The main reason why many business owners fail to survive competition in their industry is because of their attitude and self-assurance.

The moment we fail to accept that competition can exist even for the most divine product on this earth, we fail to plan for survival and survive the competition.

With proper strategy, if you enter a war, you can defeat even the biggest army otherwise you can be defeated by even the smallest army.

The future of your business depends on what kind of decisions you are going to make.

Incorporate market research as an integral part of your business, and you’ll not just become competitive, but also profitable.

The fear of the unknown is deadly for our personal growth as well as for the growth of our business.

Perfecting a product which is not selling is a waste of time and energy.

Dating is a big battlefield and proper planning becomes important to survive.

Always keep in mind that you’re not going to compete with the beginners, you’re going to compete with the masters.

Market research not only helps you in gaining competitive advantage, but also helps you in being prepared to handle any testing business times.

You see, the religious people — most of them — really think this planet is an experiment. That's what their beliefs come down to. Some god or other is always fixing and poking, messing around with tradesmen's wives, giving tablets on mountains, commanding you to mutilate your children, telling people what words they can say and what words they can't say, making people feel guilty about enjoying themselves, and like that. Why can't the gods leave well enough alone? All this intervention speaks of incompetence. If God didn't want Lot's wife to look back, why didn't he make her obedient, so she'd do what her husband told her? Or if he hadn't made Lot such a shithead, maybe she would've listened to him more. If God is omnipotent and omniscient, why didn't he start the universe out in the first place so it would come out the way he wants? Why's he constantly repairing and complaining? No, there's one thing the Bible makes clear: The biblical God is a sloppy manufacturer. He's not good at design, he's not good at execution. He'd be out of business if there was any competition.

We always talk about competition and how easily others enter your industry and become your competitors, but the biggest threat comes from how easily your customers can switch to another brand’s products.

Training looks like a financial loss to many but when your employees learn something new and implement the same for your company, they improve efficiency of your business process which gives you a competitive edge.

Social media allows us to behave in ways that we are hardwired for in the first place - as humans. We can get frank recommendations from other humans instead of from faceless companies.

I want us all to stop thinking only in terms of accomplishments, of task and completion, of beating the competition, of gathering income and merchandise, of winning praise, and instead, live our lives forging the deepest relationships we can with ourselves and with one another. i want us to respond to adversity by deepening our engagement in our lives. It isn't complicated.

The biblical God is a sloppy manufacturer. He's not good at design, he's not good at execution. He'd be out of business if there was any competition.

...treasure what it means to do a day's work. It's our one and only chance to do something productive today, and it's certainly not available to someone merely because he is the high bidder. A day's work is your chance to do art, to create a gift, to do something that matters. As your work gets better and your art becomes more important, competition for your gifts will increase and you'll discover that you can be choosier about whom you give them to.

Above all, success in business requires two things: a winning competitive strategy, and superb organizational execution. Distrust is the enemy of both. I submit that while high trust won't necessarily rescue a poor strategy, low trust will almost always derail a good one.

Cooperation, collaboration and coordination are together more powerful than competition.

Walter Scott has no business to write novels, especially good ones. — It is not fair. — He has fame and profit enough as a poet, and should not be taking the bread out of other people’s mouths. — I do not like him, and do not mean to like Waverley if I can help it — but fear I must.

Women were also urged to work on a mysterious quality called 'fascination.' Coming of age in the 1920's was a competitive business...

Tis better to have loved and lost than never to have loved at all.' In other words, love is a dominant strategy.

All conservative ideologies justify existing inequities as the natural order of things, inevitable outcomes of human nature. If the very rich are naturally so much more capable than the rest of us, why must they be provided with so many artificial privileges under the law, so many bailouts, subsidies and other special considerations - at our expense? Their "naturally superior talents" include unprincipled and illegal subterfuge such as price-fixing, stock manipulation, insider training, fraud, tax evasion, the legal enforcement of unfair competition, ecological spoliation, harmful products and unsafe work conditions. One might expect naturally superior people not to act in such rapacious and venal ways. Differences in talent and capacity as might exist between individuals do not excuse the crimes and injustices that are endemic to the corporate business system.

The ability to learn faster from customers is the essential competitive advantage that startups must possess.

The easiest thing to sell is truth.

In business, supply chains risks are not only correlated to the competition or to collaborators or to customers. Supply chain risk is also correlated to all of the companies and industries using the same imputs as your business.

protected businesses never, never become competitive ... Halliburton, Bechtel, Parsons, KPMG, RTI, Blackwater and all other U.S. corporations that were in Iraq to take advantage of the reconstruction were part of a vast protectionist racket whereby the U.S. government had created their markets with war, barred their competitors from even entering the race, then paid them to do the work, while guaranteeing them a profit to boot - all at taxpayer expense.

Please, God,' Ruth would pray, 'don't let me be competitive. Let me realize what a privilege it is to study. Let me remember that knowledge must be pursued for its own sake and please, please stop me wanting to beat Verena Plackett in the exams.' She prayed hard and she meant what she said. But God was busy that autumn as the International Brigade came back, defeated, from Spain, Hitler's bestialities increased, and sparrows everywhere continued to fall.

The editorial director of the Hysteria Channel needs to be tough. This is a highly competitive business. We thrive on conflict. Do you have any experience with the kind of human misery that drives our ratings?” “If you look at the second page of my resume, you’ll see that I have destroyed at least 114 civilizations, have threatened three dozen galaxies and have haunted dimensions you’ve never even heard of. Twice, I was named Demon of the Month. That earned me a premium parking spot.”  

Theres no competition in DESTINY. Run your own RACE and wish others WELL!!!

In a permaculture economy, it's less about competition and more about collaboration, cooperation and coordination.

...while extraordinary products and unique services still afford a competitive advantage, the one advantage that stands the test of time...is people.

The great differentiator going forward, the next frontier for exponential growth, the place where individuals and organizations will find a new and sustainable competitive edge, resides in the area of human connectivity.

Men write more books. Men give more lectures. Men ask more questions after lectures. Men post more e-mail to Internet discussion groups. To say this is due to patriarchy is to beg the question of the behavior's origin. If men control society, why don't they just shut up and enjoy their supposed prerogatives? The answer is obvious when you consider sexual competition: men can't be quiet because that would give other men a chance to show off verbally. Men often bully women into silence, but this is usually to make room for their own verbal display. If men were dominating public language just to maintain patriarchy, that would qualify as a puzzling example of evolutionary altruism—a costly, risky individual act that helps all of one's sexual competitors (other males) as much as oneself. The ocean of male language that confronts modern women in bookstores, television, newspapers, classrooms, parliaments, and businesses does not necessarily come from a male conspiracy to deny women their voice. It may come from an evolutionary history of sexual selection in which the male motivation to talk was vital to their reproduction.

Us with our busy, busy little lives, finding no better way to pass our years than in competitive disdain.

Business is a competitive endeavor, and job security lasts only as long as the customer is satisfied. Nobody owes anybody else a living. To

When we deal with the problems that our brand or our products are facing, we come up with a product 2.0 to overcome those, giving us an edge over others.

If your customers are your building blocks, it becomes crucial for you to understand their needs and keep them satisfied all the time.

Toxic employees pose a much bigger threat to the success of the company than all of the competitors combined.

When I see an arrogant man, I see one less competitor.

Always remember that you’re in this business because of your customers. If they are not there, you will stop existing as well. So, start learning more about them. Don’t remain strangers.

Many small businesses are doomed from day one, not from competition or the economy, but from the ignorance of their owners . . . their destiny is already decided because they have no idea how a business should be operated.

Personally I think that competition should be encouraged in war and sport and business, but that it makes no sense in the arts. If an artist is good, nobody else can do what he or she does and therefore all comparisons are incoherent.

In the United States […] the two main business-dominated parties, with the support of the corporate community, have refused to reform laws that make it virtually impossible to create new political parties (that might appeal to non-business interests) and let them be effective. Although there is marked and frequently observed dissatisfaction with the Republicans and Democrats, electoral politics is one area where notions of competitions and free choice have little meaning. In some respects the caliber of debate and choice in neoliberal elections tends to be closer to that of the one-party communist state than that of a genuine democracy.

There is not the slightest analogy between playing games and the conduct of business within a market society. The card player wins money by outsmarting his antagonist. The businessman makes money by supplying customers with goods they want to acquire.

The sport of business is the ultimate competition. It’s 7 × 24 × 365 × forever.

Fight your fear, your laziness, your ignorance before you worry about fighting the competition.

When industries lack competition, businesses get belligerent. Competition helps keep businesses humble.

Companies with high talent density have a permeable competitive advantage that makes them very difficult to beat.

Learn everything you can from your competition, and then create something even more valuable.

Get up in the morning on a mission to save prospective clients from the shabby, ill-fitting, overpriced and worthless alternatives that those charlatans - who are your competition - are trying to get away with flogging them.

You can turn any business into a successful one, but only if you can figure out what customers really need, what current brands are offering to fill that need, and how big the gap between customer needs and the existing product is.

We are the visionaries, inventors, and artists. We think differently, see the world differently, and solve problems differently. It is from this difference that the dyslexic brain derives its brilliance.

You feel ownership over your creation, your invention, and your ideas. But if you don’t legally claim them, you’re donating them to the public—or to competitors. Say you’ve come up with a solution to a problem. Protecting that potentially valuable IP creates a limited monopoly to keep people out. It’s like zone defense in basketball. IP rights help you own your zone—your competitive space where no one else can score. If the best offense is a great defense, then no offense is the worst.

there are only three ways to increase your business: 1. Increase the number of clients. 2. Increase the average size of the sale per client. 3. Increase the number of times clients return and buy again. Only

In the United States, government regulations are estimated to cost about $7,800 per employee in large businesses and about $10,600 per employee in small businesses.{662} Among other things, this suggests that the existence of numerous government regulations tends to give competitive advantages to big business, since there are apparently economies of scale in complying with these regulations.

Most of social media is simply a popularity contest. Well, I'm not here for the competition; I have important business and words of depth to change the course. So, while you follow the path of the ignorant, the rest of us will celebrate truth and the higher path.

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.

As anyone who starts a business knows, it is a fantastic race. There is a statistic that hangs over your head - over 90 percent of all new businesses fail in the first three years. For anyone with even a bit of competitive spirit in them, especially for someone who defines himself or herself as an entrepreneur, these overwhelming odds of failure are not intimidating, they only add fuel to the fire. The foolishness of thinking that you're a part of the small minority of those who actually will make it past three years and defy the odds is part of what makes entrepreneurs who they are, driven by passion and completely irrational.

I circled the site before I came in. If there's anyone within five kilometers, I'll eat my quiver." Halt regarded him, eyebrow arched once more. "Anyone?" "Anyone other than Crowley," Will amended, making a dismissive gesture. "I saw him watching me from that hide he always uses about two kilometers out. I assumed he'd be back in here by now." Halt cleared his throat loudly. "Oh, you saw him, did you?" he said. "I imagine he'll be overjoyed to hear that." Secretly, he was pleased with his former pupil. In spite of his curiosity and obvious excitement, he hadn't forgotten to take the precautions that had been drilled into him. THat augured well for what lay ahead, Halt thought, a sudden grimness settling onto his manner. Will didn't notice the momentary change of mood. He was loosening Tug saddle girth. As he spoke, his voice was muffled against the horses's flank. "he's becoming too much a creature of habit," he said. "he's used that hide for the last three Gatherings. It's time he tried something new. Everyone must be onto it by now." Rangers constantly competed with each other to see before being seen and each year's Gathering was a time of heightened competition. Halt nodded thoughtfully. Crowley had constructed teh virtually invisible observation post some four years previously. Alone among the younger Rangers, Will had tumbled to it after one year. Halt had never mentioned to him that he was the only one who knew of Crowley's hide. The concealed post was the Ranger Commandant's pride and joy. "Well, perhaps not everyone," he said. Will emerged from behind his horse, grinning at the thought of the head of the Ranger Corps thinking he had remained hidden from sight as he watched Will's approach. "All the same, perhaps he's getting a bit long in the tooth to be skulking around hiding in the bushes, don't you think?" he said cheerfully. Halt considered the question for a moment. "Long in the tooth? Well, that's one opinion. Mind you, his silent movement skills are still as good as ever," he said meaningfully. The grin on Will's face slowly faded. He resisted the temptation to look over his shoulder. "He's standing behind me, isn't he?" he asked Halt. THe older Ranger nodded. "He's standing behind me, isn't he?" Will continued and Halt nodded once more. "Is he...close enough to have heard what I said?" Will finally managed to ask, fearin teh worst. This time, Halt didn't have to answer. "Oh, good grief no," came a familiar voice from behind him. "he's so old and decrepit these days he's as deaf as a post." Will's shoulders sagged and he turned to see the sandy-haired Commandant standing a few meters away. The younger man's eyes dropped. "Hullo, Crowley," he said, then mumbled, "Ahhh...I'm sorry about that." Crowley glared at teh young Ranger for a few more seconds, then he couldn't help teh grin breaking out on his face. "No harm done," he said, adding with a small note of triumph, "It's not often these days I amange to get the better of one of you young ones." Secretly, he was impressed at teh news that Will had spotted his hiding place. Only the sarpest eyes could have picked it. Crowley had been in the business of seeing without being seen for thirty years or more, and despite what Will believed, he was still an absolute master of camouflage and unseen movement.

This isolation has left Americans quite unaware of the world beyong their borders. Americans speak few languages, know little about foreign cultures, and remain unconvinced that they need to rectify this. Americans rarely benchmark to global standards because they are sure that their way must be the best and most advanced. There is a growing gap between America's worldly business elite and cosmopolitan class, on the one hand and the majority of the American people on the other. Without real efforts to bridge it, this divide could destroy America's competitive edge and its political future.

Payton “Sin” Sinclair was an unapologetic people-watcher. As a sports consultant, working with some of the biggest and most recognizable athletes in sports and business, he had to be able to read the smallest nuances of others. That ability was just one of the unique attributes that set him apart from the competition and made him the go-to person when corporations wanted to align themselves with the top professional athletes in the country.

I’ve watched my dad move our family from extreme poverty to extreme wealth and then everywhere in between. Never once did I see or hear him be anything but a cheerleader for the accomplishments of others. It didn’t matter if he was down or up in life, he wanted everybody around him to succeed. I’ve even watched him praise the very people that have tried to destroy him over the years and then very publicly wish them success and happiness. He taught me the enthusiasm that should always come at the success of others. He constantly taught me that when others succeed, it gives us all more opportunity to succeed. He taught me that when there is conflict, minor or major, you can almost always walk away at the end with a handshake.

Information is a significant component of most organizations’ competitive strategy either by the direct collection, management, and interpretation of business information or the retention of information for day-to-day business processing. Some of the more obvious results of IS failures include reputational damage, placing the organization at a competitive disadvantage, and contractual noncompliance. These impacts should not be underestimated.

Once a year Jobs took his most valuable employees on a retreat, which he called " The Top 100." They were picked based on a simple guideline: the people you would bring if you could take only a hundred people with you on a lifeboat to your next company. At the end of each retreat, Jobs would stand in front of the whiteboard( he loved whiteboards because they gave him complete control of a situation and they engendered focus) and ask, " What are ten things we should be doing next?" People would fight to their suggestions on the list. Jobs would write them down, and then cross off the ones he decreed dumb. After much jockeying, the group would come up with a list of ten.Then Jobs would slash the bottom seven and announce, " We can only do three.

The sad news is, nobody owes you a career. Your career is literally your business. You own it as a sole proprietor. You have one employee: yourself. You are in competition with millions of similar businesses: millions of other employees all over the world. You need to accept ownership of your career, your skills and the timing of your moves. It is your responsibility to protect this personal business of yours from harm and to position it to benefit from the changes in the environment. Nobody else can do that for you.

Traditional competition forces us to take on an attitude of winning. A Worthy Rival inspires us to take on an attitude of improvement. The former focuses our attention on the outcome, the latter focuses our attention on process. That simple shift in perspective immediately changes how we see our own businesses. It is the focus on process and constant improvement that helps reveal new skills and boosts resilience. An excessive focus on beating our competition not only gets exhausting over time, it can actually stifle innovation.

I have this theory," says Andy Stone, seated in his office at Prudential-Bache Securities. "Wall Street makes its best producers into managers. The reward for being a good producer is to be made a manager. The best producers are cutthroat, competitive, and often neurotic and paranoid. You turn those people into managers, and they go after each other. They no longer have the outlet for their instincts that producing gave them. They usually aren't well suited to be managers. Half of them get thrown out because they are bad. Another quarter get muscled out because of politics. The guys left behind are just the most ruthless of the bunch. That's why there are cycles on Wall Street—why Salomon Brothers is getting crunched now—because the ruthless people are bad for the business but can only be washed out by proven failure.

This is not checkers; this is motherfuckin’ chess. Technology businesses tend to be extremely complex. The underlying technology moves, the competition moves, the market moves, the people move. As a result, like playing three-dimensional chess on Star Trek, there is always a move. You think you have no moves? How about taking your company public with $2 million in trailing revenue and 340 employees, with a plan to do $75 million in revenue the next year? I made that move. I made it in 2001, widely regarded as the worst time ever for a technology company to go public. I made it with six weeks of cash left. There is always a move.

The television commercial has mounted the most serious assault on capitalist ideology since the publication of Das Kapital. To understand why, we must remind ourselves that capitalism, like science and liberal democracy, was an outgrowth of the Enlightenment. Its principal theorists, even its most prosperous practitioners, believed capitalism to be based on the idea that both buyer and seller are sufficiently mature, well informed and reasonable to engage in transactions of mutual self-interest. If greed was taken to be the fuel of the capitalist engine, the surely rationality was the driver. The theory states, in part, that competition in the marketplace requires that the buyer not only knows what is good for him but also what is good. If the seller produces nothing of value, as determined by a rational marketplace, then he loses out. It is the assumption of rationality among buyers that spurs competitors to become winners, and winners to keep on winning. Where it is assumed that a buyer is unable to make rational decisions, laws are passed to invalidate transactions, as, for example, those which prohibit children from making contracts...Of course, the practice of capitalism has its contradictions...But television commercials make hash of it...By substituting images for claims, the pictorial commercial made emotional appeal, not tests of truth, the basis of consumer decisions. The distance between rationality and advertising is now so wide that it is difficult to remember that there once existed a connection between them. Today, on television commercials, propositions are as scarce as unattractive people. The truth or falsity of an advertiser's claim is simply not an issue. A McDonald's commercial, for example, is not a series of testable, logically ordered assertions. It is a drama--a mythology, if you will--of handsome people selling, buying and eating hamburgers, and being driven to near ecstasy by their good fortune. No claim are made, except those the viewer projects onto or infers from the drama. One can like or dislike a television commercial, of course. But one cannot refute it.

You will encounter resentful, sneering non-readers who will look at you from their beery, leery eyes, as they might some form of sub-hominid anomaly, bookimus maximus. You will encounter redditters, youtubers, blogspotters, wordpressers, twitterers, and facebookers with wired-open eyes who will shout at from you from their crazy hectoring mouths about the liberal poison of literature. You will encounter the gamers with their twitching fingers who will look upon you as a character to lock crosshairs on and blow to smithereens. You will encounter the stoners and pill-poppers who will ignore you, and ask you if you have read Jack Keroauc’s On the Road, and if you haven’t, will lecture you for two hours on that novel and refuse to acknowledge any other books written by anyone ever. You will encounter the provincial retirees, who have spent a year reading War & Peace, who strike the attitude that completing that novel is a greater achievement than the thousands of books you have read, even though they lost themselves constantly throughout the book and hated the whole experience. You will encounter the self-obsessed students whose radical interpretations of Agnes Grey and The Idiot are the most important utterance anyone anywhere has ever made with their mouths, while ignoring the thousands of novels you have read. You will encounter the parents and siblings who take every literary reference you make back to the several books they enjoyed reading as a child, and then redirect the conversation to what TV shows they have been watching. You will encounter the teachers and lecturers, for whom any text not on their syllabus is a waste of time, and look upon you as a wayward student in need of their salvation. You will encounter the travellers and backpackers who will take pity on you for wasting your life, then tell you about the Paulo Coelho they read while hostelling across Europe en route to their spiritual pilgrimage to New Delhi. You will encounter the hard-working moaners who will tell you they are too busy working for a living to sit and read all day, and when they come home from a hard day’s toil, they don’t want to sit and read pretentious rubbish. You will encounter the voracious readers who loathe competition, and who will challenge you to a literary duel, rather than engage you in friendly conversation about your latest reading. You will encounter the slack intellectuals who will immediately ask you if you have read Finnegans Wake, and when you say you have, will ask if you if you understood every line, and when you say of course not, will make some point that generally alludes to you being a halfwit. Fuck those fuckers.

Many historians, many sociologists and psychologists have written at lenght, and with deep concern, about the price that Western man has had to pay and will go on paying for technological progress. They point out, for example, that democracy can be hardly expected to flourish in societies where political and economic power is being progressively concentrated and centralized.But the progress of technology has led and is still leading to just such a concentration and centralisation of power. As the machinery of mass production is made more efficient it tends to become more complex and more expensive - and so less available to the eterpriser of limited means. Moreover, mass production cannot work without mass distribution; but mass distribution raises problems which only the largest producers can satisfactorily solve. In a world of mass production and mass distribution the Little Man, with his inadequate stock of working capital, is at a grave disadvantage. In competition with Big Man, he loses his money and finally his very existence as an independent producer; the Big Man has grobbled him up. As the Little Men disappear, more and more economic power comes to be wielded by fewer and fewer people. Under a dictatorship the Big Business, made possible by advancing technology and the consequent ruin of Little Business, is controlled by the State - that is to say, by small group of party leaders and soldiers, policemen and civil servants who carry out their orders.

I use “anticapitalist” because conservative defenders of capitalism regularly say their liberal and socialist opponents are against capitalism. They say efforts to provide a safety net for all people are “anticapitalist.” They say attempts to prevent monopolies are “anticapitalist.” They say efforts that strengthen weak unions and weaken exploitative owners are “anticapitalist.” They say plans to normalize worker ownership and regulations protecting consumers, workers, and environments from big business are “anticapitalist.” They say laws taxing the richest more than the middle class, redistributing pilfered wealth, and guaranteeing basic incomes are “anticapitalist.” They say wars to end poverty are “anticapitalist.” They say campaigns to remove the profit motive from essential life sectors like education, healthcare, utilities, mass media, and incarceration are “anticapitalist.” In doing so, these conservative defenders are defining capitalism. They define capitalism as the freedom to exploit people into economic ruin; the freedom to assassinate unions; the freedom to prey on unprotected consumers, workers, and environments; the freedom to value quarterly profits over climate change; the freedom to undermine small businesses and cushion corporations; the freedom from competition; the freedom not to pay taxes; the freedom to heave the tax burden onto the middle and lower classes; the freedom to commodify everything and everyone; the freedom to keep poor people poor and middle-income people struggling to stay middle income, and make rich people richer. The history of capitalism—of world warring, classing, slave trading, enslaving, colonizing, depressing wages, and dispossessing land and labor and resources and rights—bears out the conservative definition of capitalism.

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.

He devoured morning shows, daytime shows, late-night talk shows, soaps, situation comedies, Lifetime Movies, hospital dramas, police series, vampire and zombie serials, the dramas of housewives from Atlanta, New Jersey, Beverly Hills and New York, the romances and quarrels of hotel-fortune princesses and self-styled shahs, the cavortings of individuals made famous by happy nudities, the fifteen minutes of fame accorded to young persons with large social media followings on account of their plastic-surgery acquisition of a third breast or their post-rib-removal figures that mimicked the impossible shape of the Mattel company’s Barbie doll, or even, more simply, their ability to catch giant carp in picturesque settings while wearing only the tiniest of string bikinis; as well as singing competitions, cooking competitions, competitions for business propositions, competitions for business apprenticeships, competitions between remote-controlled monster vehicles, fashion competitions, competitions for the affections of both bachelors and bachelorettes, baseball games, basketball games, football games, wrestling bouts, kickboxing bouts, extreme sports programming and, of course, beauty contests.

Why am I violent, competitive, ambitious, acquisitive? Why is there in me this constant struggle to become? Obviously, I am running away, taking flight from something through ambition, through acquisitiveness, through wanting to be a success. I am afraid of something, which is making me do all these things. I am not for the moment concerned with the fear of darkness, of public opinion, of what somebody may or may not say of me, because all that is very superficial; I am trying to find out what it is that fundamentally making me afraid, which in turn drives me to be ambitious, competitive, acquisitive, envious, thereby creating animosity and all the rest of it. First of all, it seems to me that we are very lonely people. I am very lonely, inwardly empty, and I don't like that state; I am afraid of it, so I shun it, I run away from it. The very running away creates fear, and to avoid that fear, I indulge in various kinds of action. There is obviously this emptiness in me, in you, from which the mind is escaping through action, through ambition, through the urge to be somebody, to acquire more knowledge - you know, the whole business of violence. And without running away, can the mind look at this emptiness, this extraordinary sense of loneliness, which is the ultimate expression of the self? - the self being the entity, the self-consciousness which is empty when it doesn't run.

A pandemic paradoxically becomes an opportunity to finally be able to deal with ourselves, in a long interval where the world has stopped and everything around us starts to function at a slow pace. Shopping becomes a long and slow business, and if before we hated getting stuck in the traffic or queuing at the post office, today we can do nothing but adapt to this new world of expectations and shifts, and discover the faces of our fellow men, finally looking them in the face (or rather, in the eyes). We have rediscovered the pleasure of cooking and eating, a world that before the quarantine stopped only on TV with masterchef. If before we considered it a waste of time to cook a plate of pasta, now we have had all the time to devote to cakes, pizzas, biscuits and homemade bread as our grandmothers once did. Rediscovering genuine flavors that have little of "fast" and much of "slow". And so we also found time to read the book that we are not never managed to finish, or we pulled our favorite board game off the shelf. These small gestures, sometimes even insignificant in appearance, are rich in meaning, since they are imbued with our time, our dedication, our passion and our love. Characteristics of the human being that have been forgotten for too long. Thus we find ourselves reflecting on our time, on the past and on the future, observing a precipitous past that makes room for a rich and decidedly slower present. We have resumed the taste of walking slowly, to escape and symbolically get closer to its initiatory role ... the road teaches you that you fall, you get up, you go back, you make miraculous encounters and sometimes you are helped by Samaritans or, in cases worst, deceived by demons. But is always a discovery, going towards something new, a unique experience in which the mind is regenerated. Walking is rediscovered today as an existential alternative, as an opposition to speed, to displacement technologies, it is essentially a criticism of the dominant competitive spirit. We have given importance to windows and balconies, from where you can observe small corners of the world. Terraces from which to peer into the universe, to observe the rising sun, setting, to discover that in the sky there is a wonderful creature called the Moon, accompanied by billions of stars. We finally had a chat with our neighbors who are no longer perfect strangers, we made friends with boredom and, let's face it, we found that time, in general, is not just that marked by watches. Suddenly we found ourselves in the present time, immersed in the much-talked about Here and Now, but little frequented. This small temporal space that marks our life, which contains our ugliest and most beautiful experiences, which brings our youth with us and will bring our old age, becomes the protagonist of this pandemic, which if on the one hand has stuck, on the other it gave us the opportunity to look at our life with different eyes, which seemed to really need to stop for a moment to breathe. Because let's put it on our heads, slowness is not a waste of time, but awareness of one's life time!

PEACETIME CEO/WARTIME CEO Peacetime CEO knows that proper protocol leads to winning. Wartime CEO violates protocol in order to win. Peacetime CEO focuses on the big picture and empowers her people to make detailed decisions. Wartime CEO cares about a speck of dust on a gnat’s ass if it interferes with the prime directive. Peacetime CEO builds scalable, high-volume recruiting machines. Wartime CEO does that, but also builds HR organizations that can execute layoffs. Peacetime CEO spends time defining the culture. Wartime CEO lets the war define the culture. Peacetime CEO always has a contingency plan. Wartime CEO knows that sometimes you gotta roll a hard six. Peacetime CEO knows what to do with a big advantage. Wartime CEO is paranoid. Peacetime CEO strives not to use profanity. Wartime CEO sometimes uses profanity purposefully. Peacetime CEO thinks of the competition as other ships in a big ocean that may never engage. Wartime CEO thinks the competition is sneaking into her house and trying to kidnap her children. Peacetime CEO aims to expand the market. Wartime CEO aims to win the market. Peacetime CEO strives to tolerate deviations from the plan when coupled with effort and creativity. Wartime CEO is completely intolerant. Peacetime CEO does not raise her voice. Wartime CEO rarely speaks in a normal tone. Peacetime CEO works to minimize conflict. Wartime CEO heightens the contradictions. Peacetime CEO strives for broad-based buy-in. Wartime CEO neither indulges consensus building nor tolerates disagreements. Peacetime CEO sets big, hairy, audacious goals. Wartime CEO is too busy fighting the enemy to read management books written by consultants who have never managed a fruit stand. Peacetime CEO trains her employees to ensure satisfaction and career development. Wartime CEO trains her employees so they don’t get their asses shot off in the battle. Peacetime CEO has rules like “We’re going to exit all businesses where we’re not number one or two.” Wartime CEO often has no businesses that are number one or two and therefore does not have the luxury of following that rule.

The cultural Left has contributed to the formation of this politically useless unconscious not only by adopting “power” as the name of an invisible, ubiquitous, and malevolent presence, but by adopting ideals which nobody is yet able to imagine being actualized. Among these ideals are participatory democracy and the end of capitalism. Power will pass to the people, the Sixties Left believed only when decisions are made by all those who may be affected by the results. This means, for example, that economic decisions will be made by stakeholders rather than by shareholders, and that entrepreneurship and markets will cease to play their present role. When they do, capitalism as we know it will have ended, and something new will have taken its place. […] Sixties leftists skipped lightly over all the questions which had been raised by the experience of non market economies in the so-called socialist countries. They seemed to be suggesting that once we were rid of both bureaucrats and entrepreneurs, “the people” would know how to handle competition from steel mills or textile factories in the developing world, price hikes on imported oil, and so on. But they never told us how “the people” would learn how to do this. The cultural Left still skips over such questions. Doing so is a consequence of its preference for talking about “the system” rather than about specific social practices and specific changes in those practices. The rhetoric of this Left remains revolutionary rather than reformist and pragmatic. Its insouciant use of terms like “late capitalism” suggests that we can just wait for capitalism to collapse, rather than figuring out what, in the absence of markets, will set prices and regulate distribution. The voting public, the public which must be won over if the Left is to emerge from the academy into the public square, sensibly wants to be told the details. It wants to know how things are going to work after markets are put behind us. It wants to know how participatory democracy is supposed to function. The cultural Left offers no answers to such demands for further information, but until it confronts them it will not be able to be a political Left. The public, sensibly, has no interest in getting rid of capitalism until it is offered details about the alternatives. Nor should it be interested in participatory democracy –– the liberation of the people from the power of technocrats –– until it is told how deliberative assemblies will acquire the same know-how which only the technocrats presently possess. […] The cultural Left has a vision of an America in which the white patriarchs have stopped voting and have left all the voting to be done by members of previously victimized groups, people who have somehow come into possession of more foresight and imagination than the selfish suburbanites. These formerly oppressed and newly powerful people are expected to be as angelic as the straight white males were diabolical. If I shared this expectation, I too would want to live under this new dispensation. Since I see no reason to share it, I think that the left should get back into the business of piecemeal reform within the framework of a market economy. This was the business the American Left was in during the first two-thirds of the century. Someday, perhaps, cumulative piecemeal reforms will be found to have brought about revolutionary change. Such reforms might someday produce a presently unimaginable non market economy, and much more widely distributed powers of decision making. […] But in the meantime, we should not let the abstractly described best be the enemy of the better. We should not let speculation about a totally changed system, and a totally different way of thinking about human life and affairs, replace step-by-step reform of the system we presently have.

I wish I had asked myself when I was younger. My path was so tracked that in my 8th-grade yearbook, one of my friends predicted— accurately— that four years later I would enter Stanford as a sophomore. And after a conventionally successful undergraduate career, I enrolled at Stanford Law School, where I competed even harder for the standard badges of success. The highest prize in a law student’s world is unambiguous: out of tens of thousands of graduates each year, only a few dozen get a Supreme Court clerkship. After clerking on a federal appeals court for a year, I was invited to interview for clerkships with Justices Kennedy and Scalia. My meetings with the Justices went well. I was so close to winning this last competition. If only I got the clerkship, I thought, I would be set for life. But I didn’t. At the time, I was devastated. In 2004, after I had built and sold PayPal, I ran into an old friend from law school who had helped me prepare my failed clerkship applications. We hadn’t spoken in nearly a decade. His first question wasn’t “How are you doing?” or “Can you believe it’s been so long?” Instead, he grinned and asked: “So, Peter, aren’t you glad you didn’t get that clerkship?” With the benefit of hindsight, we both knew that winning that ultimate competition would have changed my life for the worse. Had I actually clerked on the Supreme Court, I probably would have spent my entire career taking depositions or drafting other people’s business deals instead of creating anything new. It’s hard to say how much would be different, but the opportunity costs were enormous. All Rhodes Scholars had a great future in their past. the best paths are new and untried. will this business still be around a decade from now? business is like chess. Grandmaster José Raúl Capablanca put it well: to succeed, “you must study the endgame before everything else. The few who knew what might be learned, Foolish enough to put their whole heart on show, And reveal their feelings to the crowd below, Mankind has always crucified and burned. Above all, don’t overestimate your own power as an individual. Founders are important not because they are the only ones whose work has value, but rather because a great founder can bring out the best work from everybody at his company. That we need individual founders in all their peculiarity does not mean that we are called to worship Ayn Randian “prime movers” who claim to be independent of everybody around them. In this respect, Rand was a merely half-great writer: her villains were real, but her heroes were fake. There is no Galt’s Gulch. There is no secession from society. To believe yourself invested with divine self-sufficiency is not the mark of a strong individual, but of a person who has mistaken the crowd’s worship—or jeering—for the truth. The single greatest danger for a founder is to become so certain of his own myth that he loses his mind. But an equally insidious danger for every business is to lose all sense of myth and mistake disenchantment for wisdom.