A Quote by Mark Zuckerberg
You can be so bad at so many things... and as long as you stay focused on how you're providing value to your users and customers, and you have something that is unique and valuable... you get through all that stuff.
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At this level almost everyone has the physical tools to be the best. It comes down to a few things: how bad you want it, what you do when things get hard, and whether you are able to stay focused amid turmoil, challenge, chaos and demands. It's all in your head and in your heart.
You have to stay focused because a lot of things will break your confidence. But if you stay focused and want it bad enough you can achieve. I know that sounds like a PBS special, but it's true, straight up.
I played ball in college and semi-professional, and aside from the game and all that, the most valuable thing is the relationships. Who can care how many rings you have or how many championships you've won or how many records you broke. The most valuable stuff is the intangible stuff.
Whatever you do, stay focused. Because any stuff is not going to last forever. Once you get a show at something, you gotta roll with it. You can't sit on your ass. You better keep working. You better stay motivated.
Free software is part of a broader phenomenon, which is a shift toward recognizing the value of shared work. Historically, shared stuff had a very bad name. The reputation was that people always abused shared things, and in the physical world, something that is shared and abused becomes worthless. In the digital world, I think we have the inverse effect, where something that is shared can become more valuable than something that is closely held, as long as it is both shared and contributed to by everybody who is sharing in it.
It's tough for kids to stay focused if they don't have something to get them off the streets... that's where the kids can get into the bad things.
The thing about startups is you can make it, and if it's wrong you can remake it, and you can build a team that you want to have, a product that you want to have. You're utterly focused on your users or your customers and their needs, and trying to figure out how to meet those needs.
When you start moving into the internal stuff, you start learning how you don't get your power from your muscles. You open up the energy channels inside your body and you shoot something through them and all of a sudden, you've got many times the power you could get physically, or even if you don't, some other things. To get this power to come from inside you, this chi, this energy from inside you, you have to learn how to completely relax.
No business can stay in business without customers. How you treat - or mistreat - them determines how long your doors stay open.
I think even if you haven't been divorced, you can hopefully relate to having to navigate through a really difficult time and see how you can get through to the other side and how you can stay positive, even if there's some really bad stuff happening.
We're very much focused on full shareholder-value return. We have to get our stock moving. But I won't do something in the short run that I don't feel is right for the long run. That, I've watched many CEOs do.
I don't care how you get the outs. It doesn't matter to me how bad it looks, how good it looks, how many strikeouts you have. None of that stuff matters as long as you get the outs.
I get so many requests for interviews. If I talk to everyone, we can't do our job with our customers and work on our software. It would be hard to stay focused.
Pause for a moment and check where your own heart and thoughts are. Are you focused on the things that matter most? How you spend your quiet time may provide a valuable clue. Where do your thoughts go when the pressure of deadlines is gone? Are your thoughts and heart focused on those short-lived fleeting things that matter only in the moment or on things that matter most?
You must fire bad customers just as you would fire a bad employee. If you do not get rid of your bad employees, the good employees will leave. If I do not fire bad customers, not only will my good customers leave but many of my good employees will leave as well.
I used to think that good short-sellers could be trained like long-focused value investors because it should be the same skill set; you’re tearing into the numbers, you’re valuing the businesses, you’re assigning a consolidated value, and hopefully you’re seeing something the market doesn’t see.But now I’ve learned that there’s a big difference between a long-focused value investor and a good short-seller. That difference is psychological and I think it falls into the realm of behavioral finance.
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