The Diary of a CEO: The 33 Laws of Business and Life

She told me that the brain considers any new evidence alongside the current evidence it has stored. So, if I told you I had seen a pink elephant flying in the sky, your brain will compare this new evidence to your existing evidence that elephants aren’t pink and they can’t fly, and likely reject it. However, if I told a three-year-old that I had se

To be considered the best in your industry, you don’t need to be the best at any one thing. You need to be good at a variety of complementary and rare skills that your industry values and that your competitors lack.

Team members were empowered to quickly implement ideas for improvement, and anything that worked was replicated as best practice. All team members could also stop the entire line at any time to fix a problem by pulling a cord that was accessible from any location in the factory.

I need to borrow your imagination for just a second.

‘I found that when you get enough A players together, when you go through the incredible work to find five of these A players, they really like working with each other because they’ve never had a chance to do that before and they don’t want to work with B and C players. And so it becomes self-policing, and they only want to hire more A players. And

Business is all about people. Every company, whether they realise it or not, is simply a recruitment company.

In one company we have an internal workplace channel called ‘Impact’, which is dedicated to sharing powerful stories, testimonials and feedback about how each team member’s efforts has impacted the lives of real people, all over the world.

‘Winning is not always the barometer of getting better.’

‘When a friend makes a mistake, the friend remains a friend and the mistake remains a mistake.’