Quotes About Business

I have been, and will go on, fighting that damnable, dirty, rotten business with all the power at my command.

I realized that a company can build a business, do good in society, and have fun. These three goals can run alongside one another, without being dominated by the bottom line.

Assumptions for Twitter Employees We don't always know what's going to happen. There are more smart people out there than in here. We will win if we do the right thing for our users. The only deal worth doing is a win-win deal. Our coworkers are smart and they have good intentions. We can build a business, change the world, and have fun.

You don't want another Enron? Here's the law: If you have a company, and it can't explain, in one sentence what it does ... it's illegal!

Politics is a far more intellectual business than is often realized. You may think: Well, if it's simplicity that's required, you don't need a whole lot of detail. Wrong. The simplicity is not born of superficial analysis. It is simple precisely because it is the product of being worked through.

My whole family's been in the business. My whole family is crazy.

Once you learn to think like the people with the checkbook, you're one step closer to success.

follow the money

Un hombre de negocios se enamora de la prostituta a la que contrata para que le acompañe un fin de semana: Pretty Woman.

The point is, your growth is absolutely limited by your capital, or your ability to borrow capital.

You might reasonably ask why Erickson didn't simply sell the business and start another company. In his book, he noted that his ex-partner's attorney asked him that very question, and his immediate, visceral reaction was no. He said he refused to consider the option. He later saw other entrepreneurs try that, and they all regretted it. Besides, he added, Clif Bar was where he belonged—"my place in the world.

These companies were searching for something indefinable and immeasurable, something that went beyond the standard definitions of success in business, something that could easily be lost unless it was protected against the homogenizing influences brought to bear on every company. I call that quality mojo. (See the introduction.) If you are not involved in helping to generate mojo, you have nothing to contribute except, perhaps, capital, and the capital usually comes at too high a price.

their distributors: The more you sell, the more they sell. But, ironically, the most intense pressure often comes from two sources that both determine and define your success as a business, namely, your employees and your customers.

but you can't attract them, let alone hold on to them, unless they have room to grow. That is, in fact, why many owners wind up putting their companies on a path of aggressive growth, even if they themselves might prefer to rein it in.

I have never encountered angrier and more cynical employees than those I've met in socially responsible companies that have been so focused on saving the world they neglected to do what was necessary to save themselves.

The notion that bigger—and more—is better has so pervaded our culture that most people assume all entrepreneurs want to capitalize on every business opportunity, grow their companies as fast as they can, and build the next Google or Facebook.

Goltz was the first to admit how much he had learned over the years and how hard it had been to learn it. "I tell people there are three stages to every business," he said. "The start-up phase, the throw-up phase, and the grow-up phase. I went through ten years of being overwhelmed until I got things under control. I finally figured out that managing isn't just about learning how to motivate people. It's also about learning how not to demotivate them.

businesses. They had new lives that they were fully engaged in and excited about. For some people, there was a fifth element:         5) The companies they'd created were going on without them and doing better than ever, and they could take pride in the way they'd handled one of the most difficult tasks faced by any CEO: succession.

circumstances change. Industries change. Technologies change. And what may once have been a sound business model can become unsound faster than anyone could have imagined. During the transition, moreover, the company is likely to be confronted with unpleasant choices, mainly because its culture has been built around a business model that is no longer sustainable.

The companies I was looking for all operated on what you might call human scale, that is, a size at which it's still possible for an individual to be acquainted with everyone else in the organization, still possible for the CEO to meet with new hires, still possible for employees to feel closely connected to the rest of the company. That was not accidental, either. On the contrary, scale played an important role in their approach to business.

Brodsky knew in his heart that external events weren't really to blame, and he eventually forced himself to face up to the truth: He had single-handedly destroyed a solid, profitable business by putting it in harm's way. Without his decision to acquire Sky Courier, and to keep pouring cash into it, CitiPostal would not have been vulnerable to the events that brought it down.

It's far more difficult than most people realize to keep ownership and control inside a privately owned business as it grows, but unless you do you will wind up with a company driven not by your own aspirations but rather by the need to meet growth targets set by outsiders. Even if you succeed in retaining control, moreover, you still have to deal with a variety of forces pushing you to grow whether you want to or not.

The mistake they make grows partly out of their tendency to regard the exit as simply an event, and a relatively distant one at that. But the exit is actually a critical phase of a business owner's journey and an integral part of the entrepreneurial experience. "It's like passing the 26.2-mile mark of a marathon, or crossing home plate after a home run

My dad was the baby. When he was born they were already successful. They sent him to business school - he probably would have loved to have been a poet or a writer or something, and he was very creative.