A Quote by Scott Borchetta
When we first started, I had the time to personally live every project. As I continue to build the company, I've learned much better ways to delegate and let the executive team run. It's just as exciting for me to see the executives succeed as it is the artists.
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As difficult as it is to build a team, it is not complicated. In fact, keeping it simple is critical, whether you run the executive staff at a multi-national company, a small department within a larger organization, or even if you are merely a member of a team that needs improvement.
I feel it's that I don't ever give up on myself, and I'd rather run a marathon than a sprint. Personally, I think I'm a slow learner who's getting better every year, every moment, every project. I've met so many amazing people along the way. And there's no gimmick with me. What you see is what you get.
I always had a very strong sense of responsibility, so the minute I started to work in fashion, I was always tremendously serious-too much sometimes. Of course, you can make a lot of mistakes in this job-I still do-but you need to limit them as much as possible. When you're responsible for such a huge company, you cannot play too much. In the beginning, I was working 20 hours per day and I was going crazy. I learned that I needed to delegate and to trust the people around me, but there is still not one element that I don't see or edit or discuss with my people.
Show me a chief executive who’s on five boards and who lends his or her name, prestige and time to 15 community activities — and I’ll show you a company that’s underperforming. A chief executive is paid to run the company. That’s the CEO’s job.
It's all about the team first, then myself. As I continue to help the team, I'll continue to build on my success, but it all starts with the team.
I'm sure that they will continue to look for ways to try and undermine my support, but I have every confidence that in doing this job for South Dakota, I will continue to build on my support and be able to succeed once again in November.
The goal isn't just to make transactions: it's to make better decisions in the way you run your business. If that's not at the top of every executive's priorities, then they shouldn't be an executive.
I'm a better musician now, and I rarely practice because age has taught me the value of economy. And I think I'm a better writer now because I don't waste as much time, dilly-dallying and sassafrassin' and sloop and sloppin' and frying eggs. When you start writing, half the time you're just saying howdy to the page. My process now is a little more lean and muscular. I don't waste a lot of time. When I had kids, I learned how much time I had before, and how much time you actually need to do something. If you don't have time, you'll just do it and get it done.
A long time ago, we had to build interfaces to connect with other companies, and I thought that was a great idea. The company had to pay a lot of money to build it and basically launched it, but our whole operating system almost broke. So, we couldn't continue it. In the end, I had to go on the train to Paris to explain that I had spent millions.
I say, "This is my objective" and when I stick to it, I succeed. When I deviate, I'm in trouble. Do what you do best and delegate the rest. There are things I do better than others, and there are things I'm horrible at and I delegate those.
Being an entrepreneur is really exciting for me. Whether it's creating something or just building a company and giving others the opportunity to build a career, I think it's exciting to be at the helm of these types of activities.
When we set out to build Eventbrite, we had to face many challenges and come up with creative solutions to get past them. Each time we learned new ways to cope, we became a stronger and more cohesive team.
I used to really love Fiend, but he stopped. He just stopped. Every time he had a project, every project - 'There's One In Every Family,' 'Street Life' - I had to have them. And he just stopped. And that was disappointing, 'cause that was my favorite rapper at one time.
As much as you need a strong personality to build a business from scratch, you also must understand the art of delegation. I have to be good at helping people run the individual businesses, and I have to be willing to step back. The company must be set up so it can continue without me.
Of course it's better to have good players to build a better team. But to build a team, you need to have time.
In a lot of ways, the cool thing about modeling is that other people and artists I look up to are able to project their artistic visions onto me, and it was really exciting to be a muse in that way and carry out a vision.
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