Nipsey Hussle Quotes

As a director, if you know what you want, then it's not scary.

The hard part of running a business is that there are a hundred things that you could be doing, and only five of those actually matter, and only one of them matters more than all of the rest of them combined. So figuring out there is a critical path thing to focus on and ignoring everything else is really important.

I've never found NBA owners to be deferential. I never considered them to be reliant. All that I do is knock myself out to represent their interests the best way I can and sometimes tell them, as part of my job, what they don't like to hear.

I will never do a record without some sense of responsibility.

In a company, hundreds of decisions get made, but objectives and goals are thin.

Mark Hopkins was one of the truest and best men that ever lived. He had a keen analytical mind; was thoroughly accurate, and took general supervision of the books, contracts, etc. He was strictly the office man, and never bought or sold anything. I always felt when I was in the East that our business in his hands was entirely safe.

I'd rather say no and have said no and do say no often. I walk away from projects if it doesn't feel right; if it's not the right team of people pulling in together or if the script isn't right. It could be a great idea but the script doesn't work.

My business issues are just that - business - and I deal with them like they are business.

You have got to have an agent. It's a business. But I think there is a way to be artful and commercial at the same time.

In business, staying focused requires that you turn most opportunities down.

I take work very seriously and telling the truth in my job and professionalism.

I am who I am, and I'm focused on that, and being a great CEO of Apple.

It's important to have a really clear strategy so when you are in business, you only have to make micro-strategy changes.

I try to choose the projects that I think are the most well-written and well-executed, and the rest of it is so beyond my control to be almost not worth thinking about at all.

I am not a Ph.D. in economics or a doctorate in literature that I can afford to take my singing lightly. Even if I sing a jingle, I take it as seriously as oxygen.

I could go insane if I obsessed over every little detail of all of my companies. My management philosophy is to pay attention to the vital few and ignore the trivial many.

Strategy is about making choices, trade-offs; it's about deliberately choosing to be different.

Showing leadership doesn't mean every employee will run the organization; that would lead to chaos. Businesses do need someone to set the vision and then lead the team to it.

Good business leaders create a vision, articulate the vision, passionately own the vision, and relentlessly drive it to completion.

Management is all about managing in the short term, while developing the plans for the long term.

Anybody can do a deal. The tough part is doing the deal at the right time, being strategic.

I learned that it's OK to be stubborn about your craft, and it's OK to demand excellence from the industry.

You make sure to set True Norths for your company. You can't be involved in every decision and every meeting; you have to make sure the mission is very built into the culture, the product, and how you communicate.

When I was still settling into being a CEO, I wasted a lot of time driving initiatives designed to please others, acting as if someone wouldn't let me do what I wanted to do with Redfin.

As a former NCAA basketball player, many of the skills I now rely on as a leader took root on the basketball court: teamwork, integrity, and resilience are just some of the traits I've carried over into my professional game.