A Quote by Howard Schultz
Early on I realized that I had to hire people smarter and more qualified than I was in a number of different fields, and I had to let go of a lot of decision-making. I can't tell you how hard that is. But if you've imprinted your values on the people around you, you can dare to trust them to make the right moves.
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Hire people who are smarter than you, and don't be afraid to work with them as partners. Make it clear that you plan to learn from them, not just the other way around. The right, smart, motivated people respond very well to that approach, particularly coming from a younger manager like I am.
I was doing just my duty, but that was impacting a lot of people and making them proud. So, I feel so grateful to Allah for giving me that opportunity while I had that chance to make that impact. And thankfully it impacted all the people - more than I realized.
Don't ever be afraid to hire people that are smarter than you. Just because they are smarter than you doesn't mean they have to make more money.
There are very few black-and-white truths in management or in business, but one that I have found is that people either hire people who are smarter than them, or people hire people they can control.
I believe in the triple bottom line: people, planet, and profits. I would make sure to hire the best people and pay them more than my competitors. I would encourage their participation in decision making and hope that they can feel free to disagree with me.
I think the Democratic Party is firmly in the wilderness right now and doesn't know exactly what to do. We talk about trust. Fundamentally, the American people have lost a lot of trust in both parties, but in particular, my party. Growing trust is a very simple calculation: People want to know what your values are, and they watch your behaviors. If your behaviors align with your values, then they trust you. If you say I'm for the people, but we're just as bought off as the other party, or we say we're for fairness, but we gerrymander just like the other side, people see.
If you hire people who are smarter than you, maybe you are showing that you are a little bit smarter than them.
It's hard to find people to trust in the record industry, always. It's an industry with a lot of bullshit. There's a lot of people who are in positions of power that really know nothing and care for nothing. So I think, yeah, you learn pretty early on that you've really got to trust yourself more than anybody else, and that nobody's going to care about what you do more than you.
You need to hire and develop great people. You need to set the vision and trust them to do the right thing. You need to let go of control. That's wonderful for all involved because you're empowering and trusting your people to do what's right for the brand.
With the artists, I don't teach, I coach. I can't tell them how to make art. I tell them to make more art. I tell them to get up early and stay up late. I tell them not to quit. I tell them if somebody else is already making their work. My job is to be current with the discourse and not be an asshole. That's all I wanted in a professor.
Actually, I can't take credit for any of my decisions. I noticed one day that all my decisions were making themselves, and always at the right time. I haven't had to make one decision since then. They are always made for me, and they come from the wisdom that is in us all. I trust that wisdom completely. That trust itself was a decision made for me as inquiry cleared my mind. No decision, no fear.
I had received Christ as my savior when I was a child, but I didn't know anything. I didn't have any knowledge. I didn't go to church. And I had a lot of problems, and I needed somebody to kind of help me along. And I think sometimes even people who want to serve God, if they have got so many problems that they don't think right and they don't act right and they don't behave right, they almost need somebody to take them by the hand and help lead them through the early years. And that's really what discipleship is. It's helping people.
I don't want to tell people what to think. I'm the least qualified person in the world for that. If I'd go around pretending to be the expert on everything, I'd become Dan Brown, and I don't understand that. We all do our research if we're good writers, and we all work hard to get it right, but that doesn't mean we're experts in the field. The best we can do is challenge people to learn the facts themselves.
There isn't going to be anyone to tell you what to do most of the time. It has to be your own decision and you have to learn to trust that, or learn that it's wrong. The hard truth is that there are people who believe they're writers and work hard at it and are sincere about it, but they don't make it. You have to be prepared for that possibility.
The people at the label were great but at the end of the day our visions didn't match up and I knew I had to do it my way. The potential success that could come with signing with a major label didn't quite outweigh how important it was for me to make my music the way I knew it needed to be made. It was a hard decision to make, but I've never regretted it for a second and it's only become more clear to me after making and releasing Stairwells that it was the right one.
In the early 19th to the early 20th century, people had a lot of things wrong with them. Doctors didn't know how to fix them, and so they lived with them.
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