Diary Of A Ceo Quotes

Stop telling yourself you’re not qualified, good enough or worthy. Growth happens when you start doing the things you’re not qualified to do.

if you want to keep someone’s brain lit up and receptive to your point of view, you must not start your response with a statement of disagreement.

THE FIVE BUCKETS 1. What you know (your knowledge) 2. What you can do (your skills) 3. Who you know (your network) 4. What you have (your resources) 5. What the world thinks of you (your reputation)

One can have no smaller or greater mastery than mastery of oneself; you will never have a greater or lesser dominion than that over yourself; the height of your success is gauged by your self-mastery, the depth of your failure by your self-abandonment. Those who cannot establish dominion over themselves will have no dominion over others.

Stories are the single most powerful weapon any leader can arm themselves with – they are the currency of humanity. Those who tell captivating, inspiring, emotional stories rule the world.

This third law – to never disagree – is the critical skill that will allow you to become an effective negotiator, speaker, salesperson, business leader, writer – and partner.

your success will be defined by your attitude towards the small stuff – the things most people overlook, ignore or don’t care about. The easiest way to do big things is by focusing on the small things.

The Law: To master it, you must create an obligation to teach it Learn more, simplify more and share more. Your consistency will further your progress, the feedback will refine your skill and following this law will lead to mastery.

We usually start our professional life acquiring knowledge (school, university, etc.), and when this knowledge is applied, we call it a skill. When you have knowledge and skills you become professionally valuable to others and your network grows. Consequently, when you have knowledge, skills and a network, your access to resources expands, and once you have knowledge, skills, a valuable network and resources, you will undoubtedly earn a reputation.

I am sitting across from the Wall Street investor and CEO of CBS, Larry Tisch. He is somewhat more charming than the fleshy gargoyle face would suggest. And he was, I must say, very good humored when he asked me to reach up to the overhead compartment to get down his jacket and I tipped it upside down so all his money and pens and credit cards rained down on his bald head, and he had to grovel around under the seat and retrieve them. I was tempted to hang on to his Amex.

Când ne ascundem fața-n palme și blestemăm clipa în care ne-am născut, ei nu vin bățoși spre noi să ne spună că ne-am făcut-o cu mâna noastră. Nici măcar nu se gândesc la vreun avertisment. Pur și simplu vin încetișor și-și lipesc capul de noi. Pisica ți se-așează pe umăr, îți ciufulește părul și-ți spune clar de parcă ar vorbi: - Vai, săracu' de tine, mi se rupe inima! Câinele te privește cu ochi mari și sinceri care-ți spun parcă: - Tu m-ai înțeles întotdeauna, știi bine! O s-o pornim în viață împreună și-o să fim mereu alături, nu-i așa? Câinele ăsta e tare imprudent. Niciodată nu-și pune în gând să afle dacă ai dreptate sau nu. Niciodată nu se sinchisește dacă urci sau cobori pe scara vieții. Niciodată nu se întreabă dacă ești bogat sau sărac, prost sau deștept, păcătos sau sfânt. Ești prietenul lui și ce vrei mai mult?! Lui i-ajunge atât. Vină ce-o veni, noroc sau nenorocire, nume bun sau rău, onoare sau rușine, el o să fie mereu lângă tine, să te mângâie, să te apere, să-și dea viața pentru tine, dacă e nevoie. Nătărăul ăsta de câine fără minte și suflet e-n stare de-așa ceva!

It’s me, Mabel Mombottom! But you can call me Momma Mabel, the CEO of MicroCraft.

Participants collecting stamps as part of a café’s reward programme buy coffee more frequently the closer they get to earning a free drink;

Those who hoard gold have riches for a moment. Those who hoard knowledge and skills have riches for a lifetime. True prosperity is what you know and what you can do. LAW 2 TO MASTER IT, YOU MUST CREATE AN OBLIGATION TO TEACH IT This law explains the simple technique that the world’s most renowned intellectuals

truest definition of wealth – someone who has the freedom of time and can spend more of it doing the things that they value.

your sand timer is there, right in front of you, right now, pouring away as you read these words.

Amazon follows the same fail-faster religion. Jeff Bezos, founder of the trillion-dollar e-commerce platform, sent the following memo to his shareholders when the company became the fastest ever to reach annual sales of $100 billion: One area where I think we are especially distinctive is failure. I believe we are the best place in the world to fail (we have plenty of practice!), and failure and invention are inseparable twins. To invent you have to experiment, and if you know in advance that it’s going to work, it’s not an experiment. Most large organisations embrace the idea of invention, but are not willing to suffer the string of failed experiments necessary to get there. Outsized returns often come from betting against conventional wisdom, and conventional wisdom is usually right. Given a 10 per cent chance of a 100 times payoff, you should take that bet every time. But you’re still going to be wrong nine times out of ten. We all know that if you swing for the fences, you’re going to strike out a lot, but you’re also going to hit some home runs. The difference between baseball and business, however, is that baseball has a truncated outcome distribution. When you swing, no matter how well you connect with the ball, the most runs you can get is four. In business, every once in a while, when you step up to the plate, you can score 1,000 runs. This long-tailed distribution of returns is why it’s important to be bold. Big winners pay for so many experiments.

In aviation there’s a principle called the ‘1 in 60 rule’, which means that being off target by 1 degree will lead to a plane missing its end destination by 1 mile for every 60 miles flown. This concept also applies to our lives, careers, relationships and personal growth. Just a small deviation from the optimal route is amplified over time and distance – something that feels like a small miss now can create a big miss later. This highlights the need for the real-time course corrections and adjustments that the kaizen philosophy provides. If we are to be successful, we all need simple rituals to assess our course and make the necessary small adjustments, as frequently as possible, in all aspects of our lives.

Your philosophy is the set of beliefs, values or principles that guide your behaviour – they are the fundamental beliefs that underpin your actions.

The most important success factor in your work is who you choose to work with.

knowledge, skills, network, resources and reputation

an investment in the first bucket (knowledge) is the highest-yielding investment you can make. Because when that knowledge is applied (skill), it inevitably cascades to fill your remaining buckets.

When deciding which path to take in life, which job to accept or where to invest your spare time, remember that knowledge, when applied (skill), is power.

There are only two buckets that any such professional earthquake can never empty - it can take away your network, it can take your resources, it can even impact your reputation, but it can never remove your knowledge and it can never unlearn your skills.

As Leonardo da Vinci asserted, ‘One can have no smaller or greater mastery than mastery of oneself; you will never have a greater or lesser dominion than that over yourself; the height of your success is gauged by your self-mastery, the depth of your failure by your self-abandonment.

As Leonardo da Vinci asserted, ‘One can have no smaller or greater mastery than mastery of oneself; you will never have a greater or lesser dominion than that over yourself; the height of your success is gauged by your self-mastery, the depth of your failure by your self-abandonment. Those who cannot establish dominion over themselves will have no dominion over others.

In 1903, the president of a leading bank had certainly leaned out when he told Henry Ford – the founder of Ford Motor Company – ‘The horse is here to stay but the automobile is only a novelty – a fad.’ In 1992, Andy Grove, the CEO of Intel, had clearly leaned out when he said: ‘The idea of a personal communicator in every pocket is a pipe dream driven by greed.’ And the former CEO of Microsoft Steve Ballmer had certainly leaned out when he laughed at Apple and said, ‘There’s no chance that the iPhone is going to get any significant market share.

When a friend makes a mistake, the friend remains a friend and the mistake remains a mistake.

we subjectively accept evidence to be true based on our experiences and biases.

THE TEN STEPS TO BUILDING A COMPANY CULTURE 1. Define the company’s core values and align them with aspects such as mission, vision, principles or purpose to create a solid foundation for the organisation. 2. Integrate the desired culture into every aspect of the company, including hiring policies, processes and procedures across all departments and functions. 3. Agree upon expected behaviours and standards for all team members, promoting a positive work environment. 4. Establish a purpose that goes beyond the company’s commercial goals, fostering a deeper connection for employees. 5. Use myths, stories, company-specific vocabulary and legends, along with symbols and habits, to reinforce the company culture and embed it in the collective consciousness. 6. Develop a unique identity as a group and cultivate a sense of exclusivity and pride within the team. 7. Create an atmosphere that celebrates achievements, progress, and living the company culture, boosting motivation and pride. 8. Encourage camaraderie, community and a sense of belonging among team members, encourage mutual dependence and a collective sense of obligation, reinforcing the interconnected nature of the team. 9. Remove barriers and enable employees to express themselves authentically and embrace their individuality within the organisation. 10. Emphasise the unique qualities and contributions of both employees and the collective, positioning them as distinct and exceptional.

The Law: Avoid wallpaper at all costs Words really matter, and the fate of ideas, politicians and brands can be decided by them. Knowing how to communicate in a way that cuts through, grabs attention and beats our habituation filters, will be the difference between success and failure in many endeavours in our lives.

A 2008 study in Appetite found that the group of volunteers who tried not to think about eating ate more than the group who didn’t. The first group exhibited what is called a ‘behavioural rebound effect’. Similarly, a 2010 study in Psychological Science found that the group of smokers who tried not to think about smoking actually thought about it even more than the group who didn’t. This reminds me of a small piece of advice my driving instructor said to me when I was 18: ‘Steven, the car will go where your eyes are looking. If you want to avoid crashing into the cars on the side of the road, don’t focus on the cars on the side of the road, because you will veer towards the parked cars on the side of the road. Look forwards, into the distance, where you want the car to go.’ This seems like a fitting analogy for breaking and making habits: you will end up doing the thing you’re focusing on, so don’t focus on stopping smoking, don’t fight it; focus on the behaviour you want to replace it with.

Strong decision-makers ask: ‘Not, “Will X or Y occur?” but, “What is the chance of X or Y occurring — 10, 50, 80 per cent?

SET THE STAGE: Gather relevant team members and clearly explain the purpose of the pre-mortem analysis – to identify potential risks and weaknesses, not to criticise the project or individuals. 2. FAST-FORWARD TO FAILURE: Ask your team to imagine that the project has failed and encourage them to visualise the scenario in vivid detail. 3. BRAINSTORM REASONS FOR FAILURE: Instruct each team member to independently generate a list of reasons that could have led to the project’s failure, considering both internal and external factors. It’s important that this is done independently and on paper to avoid groupthink. 4. SHARE AND DISCUSS: Have each team member share their reasons for failure, fostering an open and non-judgemental discussion to uncover potential risks and challenges. 5. DEVELOP CONTINGENCY PLANS: Based on the identified risks and challenges, work together to create contingency plans and strategies to either mitigate or avoid these potential pitfalls altogether.

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Those who hoard gold have riches for a moment. Those who hoard knowledge and skills have riches for a lifetime. True prosperity is what you know and what you can do.

If you want long-term success in business, relationships and life, you have to get better at accepting uncomfortable truths as fast as possible. When you refuse to accept an uncomfortable truth, you’re choosing to accept an uncomfortable future.

Comfortable and Easy are short-term friends but long-term enemies. If you’re looking for growth, choose the challenge.

The late spiritual leader Yogi Bhajan once said, ‘If you want to learn something, read about it. If you want to understand something, write about it. If you want to master something, teach it.’ At

two buckets – convincing us to take a job simply for more money (bucket 4) or a job title, status or reputation (bucket 5), without the knowledge (bucket 1) or skills (bucket 2) to succeed in that role. When we succumb to this temptation, we’re building our career on weak foundations. These short-term decisions – your inability to delay your gratification, be patient and invest in your first two buckets – will ultimately catch up with you.

We usually start our professional life acquiring knowledge (school, university, etc.), and when this knowledge is applied, we call it a skill. When you have knowledge and skills you become professionally valuable to others and your network grows. Consequently, when you have knowledge, skills and a network, your access to resources expands, and once you have knowledge, skills, a valuable network and resources, you will undoubtedly earn a reputation. With these five buckets and their interconnected relationship in mind, it’s clear that an investment in the first bucket (knowledge) is the highest-yielding investment you can make. Because when that knowledge is applied (skill), it inevitably cascades to fill your remaining buckets. If you truly understand this, you’ll understand that a job that pays you slightly more cash (resources), but gives you far less knowledge and fewer skills, is a lower-paying job. The force that clouds our ability to act upon this logic is usually ego. Our ego has an incredible ability to persuade us to skip the first two buckets – convincing us to take a job simply for more money (bucket 4) or a job title, status or reputation (bucket 5), without the knowledge (bucket 1) or skills (bucket 2) to succeed in that role. When we succumb to this temptation, we’re building our career on weak foundations. These short-term decisions – your inability to delay your gratification, be patient and invest in your first two buckets – will ultimately catch up with you.

Taking no risks will be your biggest risk. You have to risk failure to succeed. You have to risk heartbreak to love. You have to risk criticism for the applause. You have to risk the ordinary to achieve the extraordinary. If you live avoiding risk, you’re risking missing out on life.

So, here’s what needs to be done if we want to increase our chances of being heard by someone on an opposing side. According to Sharot, if you want to keep someone’s brain lit up and receptive to your point of view, you must not start your response with a statement of disagreement. When you find yourself disagreeing with someone, avoid the emotional temptation, at all costs, to start your response with ‘I disagree’ or ‘You’re wrong’, and instead introduce your rebuttal with what you have in common, what you agree on, and the parts of their argument that you can understand. The strength of any carefully reasoned, logical argument isn’t likely to be recognised when you open with disagreement - regardless of how much evidence you have or how objectively correct you are.

When you change the story you tell yourself, everything else changes too.

Life is not just happening to us; we are creating it with everything that we do.

With 39 Grand Slam titles

in all aspects of life