Quotes of All Topics . Occasions . Authors
If you were charged with fixing the U.S. auto industry, how would you do it? The guys who run the auto companies are out of touch with their customers and their employees. They ride to work in their limousines. They go up in their elevators and lock themselves in their offices. They don't walk out into the plants. They wouldn't even drive in the neighborhoods where their employees live. They give themselves big bonuses when the company isn't making any money. I'd make them get involved with the people who are building the cars. They've got to become real people.
Our patriotic fervor was the result of the old and widespread belief in the idea of American exceptionalism, the idea that America was a new thing in history, different from other countries. Other nations had evolved one way or another, evolved from tribes from a gathering of clans, from inevitabilities of language and tradition and geography. But America was born, and born of ideas: that all men are created equal, that they have been given by God certain rights that can be taken from them by no man, and that those rights combine to create a thing called freedom.
At the risk of repetition let me say again that my plea is not for immunity to, but for the most unsparing exposure of, the politician who betrays his trust, of the big business man who makes or spends his fortune in illegitimate or corrupt ways. There should be a resolute effort to hunt every such man out of the position he has disgraced. Expose the crime, and hunt down the criminal; but remember that even in the case of crime, if it is attacked in sensational, lurid, and untruthful fashion, the attack may do more damage to the public mind than the crime itself.
We can form no idea of the millions of pounds that are spent every year in the making of dress in the West. The dress-making business has become a regular science. What colour of dress will suit with the complexion of the girl and the colour of her hair, what special feature of her body should be disguised, and what displayed to the best advantage-these and many other like important points, the dressmakers have seriously to consider. Again, the dress that ladies of very high position wear, others have to wear also, otherwise they lose their caste! This is FASHION.
Now, if the Standard Oil Company were the only concern in the country guilty of the practices which have given it monopolistic power, this story never would have been written. Were it alone in these methods, public scorn would long ago have made short work of the Standard Oil Company. But it is simply the most conspicuous type of what can be done by these practices. The methods it employs with such acumen, persistency, and secrecy are employed by all sorts of business men, from corner grocers up to bankers. If exposed, they are excused on the ground that this is business.
A big business man was telling Henry Ford about a coach driver of super-expertness with his whip. The driver was telling how he could flick a fly off his horse's ear with his whip-and, a fly alighting just then, he promptly did so. Next he spied a grasshopper beside the road, and he flicked it off with equal dexterity. A little further along the road the passenger noticed an insect on a bush, and nudged the driver to get him. Not on your life, replied the master of the whip. That there insect is a hornet sitting on his nest with an organization behind him. I leave him alone.
My advice was to start a policy of making reversible decisions before anyone left the meeting or the office. In a startup, it doesn't matter if you're 100 percent right 100 percent of the time. What matters is having forward momentum and a tight fact-based data/metrics feedback loop to help you quickly recognize and reverse any incorrect decisions. That's why startups are agile. By the time a big company gets the committee to organize the subcommittee to pick a meeting date, your startup could have made 20 decisions, reversed five of them and implemented the fifteen that worked.
..there is need for a person to be generally educated. Otherwise you shrivel up much too soon. Whether this means reading the bible (I read the New Testament every few years) or reading the great 19th century novelists (the greatest and shrewdest judge of people and of society who ever lived), or classical philosophy (which I cannot read-it puts me to sleep immediately), or history (which is secondary). What matters is that the knowledge worker, by the time he or she reaches middle age, has developed and nourished a human being rather than a tax accountant or a hydraulic engineer.
A man may be a tough, concentrated, successful moneymaker and never contribute to his country anything more than a horrible example. A manager may be tough and practical, squeezing out, while the going is good, the last ounce of profit and dividend, and may leave behind him an exhausted industry and a legacy of industrial hatred. A tough manager may never look outside his own factory walls or be conscious of his partnership in a wider world. I often wonder what strange cud such men sit chewing when their working days are over, and the accumulating riches of the mind have eluded them.
I took a dozen of our top managers to Argentina, to the windswept mountains of the real Patagonia, for a walkabout. In the course of roaming around those wild lands, we asked ourselves why we were in business and what kind of business we wanted Patagonia to be. A billion-dollar company? Okay, but not if it meant we had to make products we couldn't be proud of. And we discussed what we could do to help stem the environmental harm we caused as a company. We talked about the values we had in common, and the shared culture that had brought everyone to Patagonia, Inc., and not another company.
Community. A friend started a real estate brokerage a few years ago. By the time she'd added her second employee, she was a pillar of her 35,000-person community. No rule says that only the local banker or car dealer can organize the program to raise supplemental funds for the public library or send the high school band on a well-earned special trip. Participating in community affairs, with time more than dollars, is good business from day one. It gets your name around, adds to your distinctiveness, and, best of all, makes you an attractive employer (which is the key to sustained success).
We believe that there is no greater power in the world than the force of a great idea. We believe that people are the lifeblood of every organization. We believe that the best companies are true meritocracies, where people rise and fall through their own contributions, not through game playing or politics. We believe that work isn't simply a paycheck; it is the ultimate expression of a fully realized self. We believe that a company's obligations extend far beyond its bottom line and its shareholders - to a wider constituency that includes employees, customers, suppliers, and the community.