Abhay Deol Quotes

Once you meet an entrepreneur like Jack Ma, you just want to make sure you bet on him. It's not a hard decision.

As a first-time CEO, I wasn't sure if I would scale to run IronPort long-term. But I wanted a legitimate shot at it.

In times of uncertainty, employees crave clarity. As a leader, you won't always have all of the answers - no one expects you to - so you must be open to listening and learning from others. Once you understand a particular challenge and outline the options, you have to be confident in making bold and optimistic decisions.

I just have to have trust in my guys to make plays. I play at a confident, fast pace, and when I like something, I take it. I rip it.

I generally have confidence in my directors.

The most serious failure of leadership is the failure to foresee

We must, therefore, be confident that the general measures we have adopted will produce the results we expect. most important in this connection is the trust which we must have in our lieutenants. consequently, it is important to choose men on whom we can rely and to put aside all other considerations. if we have made appropriate preparations, taking into account all possible misfortunes, so that we shall not be lost immediately if they occur, we must boldly advance into the shadows of uncertainty.

You take an educated gamble. If you don't occasionally make a mistake, you're not doing your job.

I have always believed that the risk takers are eventually rewarded.

The topic of leadership is a touchy one. A lot of leaders fail because they don't have the bravery to touch that nerve or strike that chord. Throughout my years, I haven't had that fear.

Well, I think that - I think leadership's always been about two main things: imagination and courage.

A leader is a dealer in hope.

It is better to err on the side of daring than the side of caution.

Entrepreneurialism, to me, means being able to fail. And I believe that kind of leadership is not necessary only in business, but it's necessary for running countries, too. You've got to be able to believe in something strongly enough that you want to do it even if there's a risk of failure.

Courage is willingness to take the risk once you know the odds. Optimistic overconfidence means you are taking the risk because you don't know the odds. It's a big difference.

Leaders thrive when they feel creatively empowered, when they trust the people around them, when their confidence is swelling. Leaders make mistakes when they lose that same confidence, when they're fretting about their power base, when they're reacting instead of acting.

The prudent see only the difficulties, the bold only the advantages, of a great enterprise; the hero sees both; diminishes the former and makes the latter preponderate, and so conquers.

I emphasize... that the Harrimans showed great courage and loyalty and confidence in us, because three or four of us were really running the business, the day to day business.

Crisis alone is not enough. There must also be a basis, though it need be neither rational nor ultimately correct, for faith in the particular candidate chosen.

If I feel the part is right, and I know that the producers and the director want me, I'd go for broke. Always.

Take our own company as an example: We're living proof, we jump with our own parachutes.

The true statesman is the one who is willing to take risks.

All of the great leaders have had one characteristic in common: it was the willingness to confront unequivocally the major anxiety of their people in their time. This, and not much else, is the essence of leadership.

I think directors should be confident in their leadership capabilities. I think directors should be confident in what they want to do.

Innovation has nothing to do with how many R & D dollars you have. When Apple came up with the Mac, IBM was spending at least 100 times more on R & D. It's not about money. It's about the people you have, how you're led, and how much you get it.