Bill Gates Quotes

Great companies have high cultures of accountability, it comes with this culture of criticism I was talking about before, and I think our culture is strong on that.

I've always been really internally focused. I tend to focus on hiring - ensuring that every person we hire is both a really good fit and really good - and also that everything we put out to our users is very high-quality.

If someone comes and tells me I've done great work, that's not what I want to hear. But if someone comes and tells me that this could have been a notch better, I'd spend an hour with the person and hear him or her out.

I look at each day as a chance to move one notch above yesterday - whether it's in service quality, delivery, speed, or any other aspect of the business.

The culture is what creates the foundation for all future innovation. If you break the culture, you break the machine that creates your products.

I think at least my philosophy of leadership is you focus more on the areas you have to improve or the mistakes than you do on your successes. And that's just how I am in real life. I don't want to let down my customers, my employees, my shareholders.

This is something you learn as soon as you walk through the doors at Old Trafford: that you're never better than your last performance. You always have to improve on your last performance.

I always consider myself as good as my last film. I tend to analyse my work very critically.

There has to be active, hands-on management in concert with the manager to lead the organization and make sure that the standards that we set for the organization as a whole are being lived up to.

The tech company needs to win in the war for talent. This means much greater focus on the employee, not simply as cog in the machine, but vital member of a programming team in a race against time and competitors. Wall Street is up-or-out, dog-eat-dog, survival of the fittest.

Of course I am doing a good job, but you can always improve, and I just leave it up to people outside, around me or whatever, to judge on that.

An exceptional company is the one that gets all the little details right. And the people out on the front line, they know when things are not going right, and they know when things need to be improved. And if you listen to them, you can soon improve all those niggly things which turns an average company into an exceptional company.

Look at what is average in your area, your industry, and your company and then be better. That could be as simple as reading another book each month or attending a seminar each year. On the other hand, it also means acknowledging what 'average' actually is and how you, as the owner, arrive at that figure.

If I've only got a career if I bring David Brent back, you can have it.

It's not just hours and pay that are important anymore. People want to know what the company is like, what the culture is.

The results are one thing but it's important for me how we achieve the results.

When entire companies embrace a growth mindset, their employees report feeling far more empowered and committed; they also receive far greater organizational support for collaboration and innovation.

To scale your business, you need to delegate responsibilities to others and establish a strong company culture.

I've realized my best and worst critic is my director.

It's important for anyone working at a hyper growth company such as Airbnb to embrace learning and be open in order to keep pace with the changing environment.

We recognize that our employees are instrumental to our success, which is why we look for the best and the brightest in the industry. We consider ourselves not only a technology company, but also a learning company.

Fixing mistakes is one thing. Apple's bigger strength has been its ability to keep improving hit products.

We've set this forever ambition to make WeWork the best place.

We need to improve each season.

Benchmarking is an ongoing exercise in any company that aspires for leadership.