Robin Sharma Quotes

The more you drive positive change, the more enhanced your business model.

Your margin is my opportunity.

I still work hard to know my business. I'm continuously looking for ways to improve all my companies, and I'm always selling. Always.

The next thing is: we can make IBM even better. We brought IBM back but we're gunning for leadership.

There's something about me that wants to grow a big company. I don't deny that. I enjoy the game, and the only way to really enjoy it is to win. I like to win. It's more fun.

If you want to be promoted into the first league of carmakers, then you can't just follow suit.

We've become so successful that it's become a machine: There's a lot of people relying on you. You've got 100 people out on the road and working for you. You want to stay at the top.

Challenges need to be given to an organization.

For us to be successful, we have to kick our competitors' butt.

In business, what do we do? We compete.

My greatest reward is that I have been able to build this wonderful organization.

You don't build a business --you build people-- and then people build the business.

Anytime you find someone more successful than you are, especially when you're both engaged in the same business - you know they're doing something that you aren't.

You need this sort of a tailwind to make a startup successful.

There's this big pie in show business, and you physically can't eat the whole pie. If you give everybody a slice of pie, you will still have more than enough. The real trick is not to try to get the whole pie, but to keep the biggest slice.

Building a business and becoming a billionaire is it's not championship. It's the competence; the competence in your sector with other companies not looking to have some kind of records in this issue.

Sales is survival, the best-prepared are most likely to survive.

Business is the ultimate sport. In business, as in sport, the one thing you can control is effort.

If there's a big problem and you've got the right people with you, usually the answer emerges and you do what's the obvious thing to do. I don't think of myself as some great manager or great leader. I've been very lucky to be in the positions that I've been in. I meet a lot of people and I've grown a lot of companies, and I meet a lot of CEOs at big enterprises. I'm always so surprised at how much they seem to know. It doesn't always seem to be correlated to how well they actually do.

You want to grow. To compete effectively - - even if you weren't going to grow, just to maintain your position - - you look at who you're competing with. And everyone you're competing with is changing to get better, sometimes dramatically.

The extraordinary power of influence is now within everyone's reach. Recent graduates, executive assistants, project managers, and business leaders can all benefit from Monarth's simple steps for 'getting everyone to follow your lead.'

I never said that I wanted to be the only company, is it my fault that I ran my company well? Wouldn't you want the best for your company? Also consider that I started of small.

Competition is. In every business, no matter how small or how large, someone is just around the corner forever trying to steal your ideas and build his success out of your imagination, struggling after that which you have toiled endless years to secure, striving to outdo you in each and every way. If such a competitor would work as hard to originate as he does to copy, he would much more quickly gain success.

Every day were saying, 'How can we keep this customer happy?' How can we get ahead in innovation by doing this, because if we don't, somebody else will.

In the new world, it is not the big fish which eats the small fish, it's the fast fish which eats the slow fish.