A Quote by Reid Hoffman

In crisis times, it's actually not more difficult to motivate your staff, because everyone gets much more focused on how they control their own economic destiny. So, what you do is you have clear communication, which is always a good leadership technique, and you talk about how you can build something good and strong in the future, and how you can work together in order to do that.
In crisis times, it's actually not more difficult to motivate your staff, because everyone gets much more focused on how they control their own economic destiny.
Everyone, you know, during crises times, is much more focused on, okay, how do we get the boat completely seaworthy, sailing along well, and everything going well? And so as long as you're communicating how the general strategy of the company and how the work they can do to add to that and to make that more successful and the thing that they can contribute to that, that is generally very motivating for employees in crisis times.
The best way to build anything is to build it together and build it with diversity, because then you really get good ideas about how to be strong. And you need a strong foundation, which brings about the notion that all of us in the neighborhoods, I still consider myself to be one of them.
The American people I talk to don't spend every moment thinking, 'How can I tax my neighbor more than they're being taxed?' They say, 'How can I get a good job? How can my kids get good jobs? How can seniors have a confidence in their future when they know that Social Security, Medicare and Medicaid are bankrupt?'
I can't always control my body the way I want to, and I can't control when I feel good or when I don't. I can control how clear my mind is. And I can control how willing I am to step up if somebody needs me.
When you work with a major label they create their own message for you and a lot of the time that works great, or at least it did back in the 90's but now it doesn't work, so I think as an artist if you learn your own business, like anybody would when they want to start a little restaurant - they'd figure it out and then build it and they work hard - then it could be your own little business that you grew to as big as you want it to be but you had much more control with how to communicate it and how it's cared for.
Always let your work talk for yourself. No matter how much you give interviews or how much you are written about, it is always the performance which counts.
I think everyone is always asking themselves, How is my work meaningful, how is my life meaningful? As I get older, I feel like who I am as a person and a citizen is more important than who I am in my work. But I do think it reframed slightly for me, how much I have to care about a project in order to want to do it. Sometimes, obviously, you have a take a job for money. But I think I'm quicker now when I get a script that's, say, borderline misogynist, I'm not going to go in for it. I'm thinking more about what I'm putting into the world.
The millennium development goals are important, both morally and economically, because much of the world's population maybe is as much as a third of the world's population hasn't yet reached the level of economic development where we begin to get a dissociation from people's economic status and their reports about personal happiness. So we really do need to do much more and much more effectively in order to give everyone the kind of basis for which they can have good vibes.
The CEO's job is always about leadership. It's about leadership in a vision, in terms of where you're going, it's about making sure that you have the right organization and staff, and that you have kind of clearly communicated what some of the plays are and what some of the goals are in terms of the business and how do you organize together in order to make that happen.
You don't realize how language actually interferes with communication until you don't have it, how it gets in the way like an overdominant sense. You have to pay much more attention to everything else when you can't understand the words. Once comprehension comes, so much else falls away. You then rely on their words, and words aren't always the most reliable thing.
My one concern is that Hu Jintao may overestimate how much power China has in Pyongyang. They have - they do have influence, and they do have companies, and they do have economic relationships that could make life much more difficult in the north. Their balancing act is, "How much worse can we make it in the north without creating that which scares us more than anything, which is a collapse in the north." And then what happens to all those nuclear weapons. So they're going to work very hard to avoid that.
In all of my speeches I talk about why a strong Europe is necessary in order for Germany to be strong over the long term. I think that I have sufficiently shown over the past years that I have a clear notion of how we can make Europe stronger, more democratic and more inclusive. There is really no competition there with Sigmar Gabriel.
The positive thing about collaborating is that I cannot get distracted by coding work, because I cannot waste the other collaborator's time in the same way as I can my own. And it's always good to learn how the other person works, learn about techniques, learn social things like: how do you communicate with another person? The music I make with other people I'm much more confident about, I'm a little bit less judgemental of the outcome than with my own stuff because I know it's not only me, it's a more outside of me. Sometimes I even like them better than my own tracks.
Your private life should be private. I reckon that's a good thing that you talk about your work and you talk about what you're doing, but without having to go into how your brother's been and how your mum's been because none of that's really relevant.
The younger generations have their own ideas, they have their own projects. When they talk, I am always surprised how much more lucid and cultivated they are and how they see things in a way that is much more complex than, for example, other generations did.
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