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We design our own programmes; we take leadership. Of course the donors come in to support us, to complement our efforts. Our responsibility to the donors is about accountability: about how we use that money. If somebody gives you his money, definitely he will be interested in knowing how you spend the money.

I try to create an environment where it's okay to make a mistake, though it's not okay to be unfocused or come in unprepared. I'm challenging and demanding, but very patient. I don't tell you how to get there and I don't show you what to do, though I'll ask leading questions.

I've produced before, and sometimes it's by default. In the indie level, you can't just come to set and be like, 'Oh, I'm an actor.' You have to be willing to help out, make the project happen.

Seeing the world around you clearly is a critical step in developing an idea for a business, carrying out that idea, and then thriving with an ongoing concern. Through choice, predilection, lack of education, impatience, or other causes, the entrepreneur lives, in a way, outside the mainstream.

When incomes and bonuses decrease, revenues falter, and businesses stumble, it's more important than ever to give - not necessarily more, but in a way that matters more. When incomes are down and wallets are stretched, the effectiveness of our giving is what really counts.

Donors need to know what their money is being used for.

And I believe in having an administration that has clearly defined goals, objectives and time lines such that it and its people can be held accountable.

One of the things you realize with a lot of high achievers: You have to figure out a way to make things their idea.

My top priority will be to secure maximum value for money in aid through greater transparency, rigorous independent evaluation and an unremitting focus on results.

I would never have done what I'd done if I'd considered my father as somebody I wanted to please.

You will launch many projects, but have time to finish only a few. So think, plan, develop, launch and tap good people to be responsible. Give them authority and hold them accountable. Trying to do too much yourself creates a bottleneck.

An uplifting sense of purpose is more than an impetus for individual accomplishment, it is also a necessary insurance policy against expediency and impropriety.

Your goal is to achieve the best results by following their wishes. If they want you to build a house upside down standing on its chimney, it's up to you to do it.

It's my responsibility to make the movie work with the schedule and money we have. It's my job to get the best movie we can do in the time we have.

But with lots of good ideas, implementation is the key, and so we need to keep our eye on the ball as we go forward and make sure that people honor their pledges in terms of financial commitments, and that we actually use this money so that it makes a real difference.

My greatest love in life is to develop projects. I just get a huge kick out of that. I've been doing it since ever I could.

You've got to be actively involved in the process yourself and you've got to listen carefully to what the coach is saying, take that on board yourself and implement what the coach is saying.

I wait and take on projects that I think can work.

We can't go on appropriating more and more money to state universities without knowing that we're getting an excellent product back out of them.

For too long it was assumed that you could completely separate out flows of money from responsibilities and accountabilities in service delivery. This flawed assumption is central to understanding many of the failures.

When I did a high-profile project, I was not the developer of it.

The first thing I learned as a producer is that you have very little control over the life of a project. Anything can stall a film from financing to scheduling to casting. Things fall apart all the time. Don't waste time on something that just won't get made. Try to have as many projects going at one time as you can handle.

As a studio executive, I took the approach that people are competent until proven otherwise. But when you make a movie, because there is so little time to fix things when they break, you have to almost come to it with the mindset that everyone is incompetent until proven otherwise.

I think child stars have a leg up, actually, because they have an innate sense of what creative problem solving is all about. But to make a life out of it, you have to be ready to take on project after project. You have to like the action.

In my business, you have so many things going at once - TV shows, projects, movies - and sometimes, things never actually come to fruition.