A Quote by Chris Borland
I was a history undergrad, and there's some things I could do in academics or business.
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Often, we think that things are the way they are because of intelligent design - because somebody super-smart, or some group of academics, came up with the best system ever to do XYZ. Actually, things are often the way they are because of an accident of history.
Doing the box set is one of those things where you get to rewrite your own history to some extent. We could take out some of the songs that we felt weren't as strong as some of the others, so you look better.
Business is another kind of world that I don't think is as passionate. It is not the pressure to perform as you have in football. It is more about strategy, skill, about how you deal with all the information you have. Some of the things from football I can bring to business, and some things from business I can bring to football.
We are at a major epoch in human history, which is that we don't need sex to recreate the race. You can have babies without sex. This is the first time in human history that has been true, and it means, for example, we could do some extraordinary things.
Yes, some banks will only float good companies. But others could not give two hoots if you have a business, a business plan or any business experience.
There's something about that idea of looking up and hoping, and thinking, 'I'm good.' Some things, like show business, are absolutely subjective. People look at a TV show and think, 'I could do that.' And maybe they could do that. But they're not.
I wasn't very good in academics, but I could have been if I could have studied well. I was a smart kid.
Laborers want their kids to be merchants or business people. Business people want their kids to be professionals. Professionals want their kids to be academics, professors. Academics want their kids to be artists. And artists don't care if their kids are laborers or not. They can be anything.
In 40-odd years in show business, some years I could do no wrong, and some years I could do nothing right. Show business. I owe it everything - it owes me nothing.
I consider myself a pretty rounded guy. I've done pretty elite things in business, sport and academics and all of a sudden I woke up one morning and I'm a 'big, black, British, gay guy'. That was frustrating at times.
So for me to actually have access to women, to feminist women, to gay people, to trans people, to intellectuals, iconoclasts, weirdos, academics, just the people who don't normally get marketed to, in some way I kinda hoped that if I could collect all of them, I could say, "Hey! Look over here! There are enough people who like my stuff." And it sorta has seemed to be true.
I've tried to make a book that's accessible to the ordinary, intelligent reader. Very often books that cover this kind of subject are written by academics, for academics. But I am not an academic.
If I make a painting, it should be seen for what it's set out to do too. A lot of the things that I do, it's not all art. Some of it's design, some of it's illustration, some of it's graphics, some of it's concept, some of it's business and some of it, hopefully, is art.
Growing up I did commercials and things like that, but nothing serious. As I got older, my family is really hardcore into academics. They weren't wanting to necessarily support an acting career; it's a really fickle business, and it can be difficult and unstable. They were rooting for education and the whole nine yards.
What's fascinating . . .is that you could now have a business that might have been selling for $10 billion where the business itself could probably not have borrowed even $100 million. But the owners of that business, because its public, could borrow many billions of dollars on their little pieces of paper- because they had these market valuations. But as a private business, the company itself couldn't borrow even 1/20th of what the individuals could borrow.
Twenty-eight years in business and you understand the importance of problem solving and the importance of efficiency, because if you don't become efficient, you don't run a business well, and you are out of business. And I think some of those principles could be applied to leadership in Washington.
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