A Quote by Adam Neumann
One of the difficult things in a high-growth company is that, even with the best intentions, the company moves so fast, and growth happens so regularly. When you move at that rate, you have to be willing to change, and you have to be willing to take advice.
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I start with people's growth, my own growth included. I don't start with the company's strategy or products. I start with people's growth because I believe that if the people who are running and participating in a company grow, then the company's growth will in many respects take care of itself.
Companies that are willing to share, to withhold in order to further the growth of the company, willing to try to get a better atmosphere through a demonstration of democratic principles, fairness and cooperation, a better product, those will win in the end.
You have to be willing to grow. Growth is different from something that happens to you: You produce it. You live it. The prerequisites for growth are the openness to experience events and the willingness to be changed by them.
A policy of knowing your replacement is one of the best ways to drive a growth culture. It anticipates and eliminates the most harmful politics in leadership for an expanding company and instantly sets the right tone for a high-talent, growth-mindset executive team.
Growth isn't central at all, because I'm trying to run this company as if it's going to be here a hundred years from now. And if you take where we are today and add 15% growth, like public companies need to have for their stock to stay up in value, I'd be a multi-trillion-dollar company in 40 years. Which is impossible, of course.
I start with peoples growth, my own growth included. I dont start with the companys strategy or products. I start with peoples growth because I believe that if the people who are running and participating in a company grow, then the companys growth will in many respects take care of itself.
To make a change, you must be: willing to commit, willing to change, willing to have an open mind, and willing to take action!
I am excited to join the Workday Board at an exciting time in the company's growth and look forward to leveraging my past experience as a technologist and entrepreneur to provide advice as they continue to look at new areas of growth.
The hi-tech industry is not a monolithic thing. If you look on a timeline of a company, you see that in the beginning, you have to come up with an idea and to be willing to take risk. You have to grow fast, you have to think fast, and you have to do this usually in small teams.
No one should expect building a new high-growth, software-powered company in an established industry to be easy. It's brutally difficult.
Put on the company hat. (Be willing to accept actions that may have a negative impact upon a particular component but are in the best interests of the company as a whole.)
When you have a sitting president who's willing to publicly show his disdain for a company and the leader of a company, it's very difficult for government agencies including the DOD to make an objective decision without fear of reprisal.
Clearly as you move to being a public company, probably even more than growth, there is a huge value based on predictability.
Our best days are in front of us. We can reform those entitlements, we can change that corporate tax code and lower it. We can put America back on track on a growth level and a growth rate that we've never seen in the history of this country.
I was chairman of the steering committee for agriculture when we set up the target of 4% growth rate. I had written that if you want to achieve 4% growth rate in agriculture, you should have 8% growth in animal husbandry and fisheries and 8% in horticulture.
Consciousness and Healing To proceed very far through the desert, you must be willing to meet existential suffering and work it through. In order to do this, the attitude toward pain has to change. This happens when we accept the fact that everything that happens to us has been designed for our spiritual growth.
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