Seth Godin Quotes

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

And it comes from saying no to 1,000 things to make sure we don't get on the wrong track or try to do too much. We're always thinking about new markets we could enter, but it's only by saying no that you can concentrate on the things that are really important.

You make the right decision for the long run. You manage for the long run, and you continue to move to higher value. That's what I think my job is.

Take calculated risks. That is quite different from being rash.

The risks of inaction are far greater than the risks of action.

Don't play for one run unless you know that run will win a ballgame.

It's about getting the right balance and knowing on the pitch when is the right time to take risks.

You need to be uncomfortable and apprehensive: True strategy is about placing bets and making hard choices. The objective is not to eliminate risk but to increase the odds of success.

Do your worrying before you place your bet, not after the wheel stops turning.

In my experience of large enterprises, I have found it is often a mistake to try to settle everything at once.

By being a racing driver you are under risk all the time. By being a racing driver means you are racing with other people. And if you no longer go for a gap that exists, you are no longer a racing driver because we are competing, we are competing to win. And the main motivation to all of us is to compete for victory, it's not to come 3rd, 4th, 5th or 6th. I race to win as long as I feel it's possible. Sometimes you get it wrong? Sure, it's impossible to get it right all the time. But I race designed to win, as long as I feel I'm doing it right.

The cost of being wrong is less than the cost of doing nothing.

To me, it's obvious that the winner has to bet very selectively. It's been obvious to me since very early in life. I don't know why it's not obvious to very many other people.

The difference between a calculated risk and rolling the dice can be expressed in one word: homework.

I always fielded the team that I felt had the greatest chances of success.

Take calculated risks.

There is nothing wrong with a big bet, if a big bet is a good bet.

In great affairs we ought to apply ourselves less to creating chances than to profiting from those that offer.

Determine on some course more than a wild exposure to each chance.

There is no perfect strategic decision. One always has to pay a price. One always has to balance conflicting objectives, conflicting opinions, and conflicting priorities. The best strategic decision is only an approximation - and a risk.

If it is to your advantage, make a forward move; if not, stay where you are.

You have to take calculated risks in life.

I think we should follow a simple rule: if we can take the worst, take the risk.

The question that faces the strategic decision maker is not what his organisation should do tomorrow. It is, what do we have to do today to be ready for an uncertain tomorrow?

I've had to make really big decisions, knowing the results were not always in my control. Through these moments, I've learned to be daring and take risks but understand that everything always happens for a reason.