Quotes from Dick Costolo

That's just silly. Closing a global business in reaction to single-issue national politics is foolish.

Don't always worry what your next line is going to be.

Not only can you not plan the impact you're going to have, you often won't recognize it when you're having it.

When I was your age, we didn't have the Internet in our pants. We didn't even have the Internet not in our pants. That's how bad it was.

People have Plato's form in their mind of what a leader is, or what a C.E.O. is, and it is a bunch of elements that I really don't conform to at all. I've given this a lot of thought, and I came to the conclusion that I don't care.

What I implore you to do is believe that if you make courageous choices and bet on yourself and put yourself out there that you will have an impact as a result of what you do, and you don't need to know now what that will be, or how that will happen, because nobody ever does.

When you're doing what you love to do, you become resilient. You create a habit of taking chances on yourself. If you do what's expected of you, and things go poorly, you will look to external sources for what to do next, because that will be your habit. You will be standing there frozen. If you are just filling a role, you will be blindsided.

One of the things you learn operating in the technology industry is disruptions are occurring every day.

There is no script. Live your life. Soak it all in.

Don't always worry about what your next line is supposed to be. There is no script. Live your life. Be in this moment.

As you get ready to walk out under the bright lights of the improvisational stage of the rest of your life... be bold. Don't always worry about what your next line is going to be.

Apple is our mentor, Facebook is our enemy.

Not only can you not plan the impact you're going to have, you often won't recognize it even while you're having it.

One of the great things about Silicon Valley is, irrespective of how competitive you might be with another company or how closely you might be working with that company, there's a great sort of give and take, and camaraderie from - between - some of the executives in the valley and some of the other investors in the valley.

As a leader, you need to care deeply, deeply about your people while not worrying or really even caring about what they think about you. Managing by trying to be liked is the path to ruin.

I try to spend a lot of time with people outside my direct reports. The view from the top is totally distorted. If you only spend time with your directs, you have no perspective on what's really going on.

When you are doing what you love to do, you become resilient.

If there's ever an example of the importance of making bold bets and focusing on what you love, it's Twitter.

The way you build trust with your people is by being forthright and clear with them from day one. You may think people are fooled when you tell them what they want to hear. They are not fooled.

The way you build trust with your team is around super-clear communication in that instant when they say, 'I will be sad if you don't do X.' You have to say, 'We're not going to do X, and here's why, and believe me, you'll be much sadder later if I let you go do it and you spend a bunch of time on it and nothing ever happens.'

What launched me toward Feedburner? Well, the Internet happened. When I saw Mosaic, I thought, 'I gotta do this.' I founded and sold a few companies. Feedburner was my fourth.

Authenticity is absolutely the key to a great tweet.

Twitter needs to continue being a good listener and recognize that the service has been redefined by lots of people, tweet by tweet, but also come up with its own priorities.

Twitter is the perfect complement to television. TV has always been social. You talk to the person you're sitting next to on the couch. You talk to the people you're - you know, at work with the next day around the proverbial water cooler.