The Diary of a CEO Quotes

“Stop telling yourself you’re not qualified, good enough or worthy. Growth happens when you start doing the things you’re not qualified to do.”
― Steven Bartlett, The Diary of a CEO: The 33 Laws of Business and Life

“if you want to keep someone’s brain lit up and receptive to your point of view, you must not start your response with a statement of disagreement.”
― Steven Bartlett, The Diary of a CEO: The 33 Laws of Business and Life

“THE FIVE BUCKETS 1. What you know (your knowledge) 2. What you can do (your skills) 3. Who you know (your network) 4. What you have (your resources) 5. What the world thinks of you (your reputation)”
― Steven Bartlett, The Diary of a CEO: The 33 Laws of Business and Life

“One can have no smaller or greater mastery than mastery of oneself; you will never have a greater or lesser dominion than that over yourself; the height of your success is gauged by your self-mastery, the depth of your failure by your self-abandonment. Those who cannot establish dominion over themselves will have no dominion over others.”
― Steven Bartlett, The Diary of a CEO: The 33 Laws of Business and Life

“Stories are the single most powerful weapon any leader can arm themselves with – they are the currency of humanity. Those who tell captivating, inspiring, emotional stories rule the world.”
― Steven Bartlett, The Diary of a CEO: The 33 Laws of Business and Life

“This third law – to never disagree – is the critical skill that will allow you to become an effective negotiator, speaker, salesperson, business leader, writer – and partner.”
― Steven Bartlett, The Diary of a CEO: The 33 Laws of Business and Life

“your success will be defined by your attitude towards the small stuff – the things most people overlook, ignore or don’t care about. The easiest way to do big things is by focusing on the small things.”
― Steven Bartlett, The Diary of a CEO: The 33 Laws of Business and Life

“The Law: To master it, you must create an obligation to teach it Learn more, simplify more and share more. Your consistency will further your progress, the feedback will refine your skill and following this law will lead to mastery.”
― Steven Bartlett, The Diary of a CEO: The 33 Laws of Business and Life

“We usually start our professional life acquiring knowledge (school, university, etc.), and when this knowledge is applied, we call it a skill. When you have knowledge and skills you become professionally valuable to others and your network grows. Consequently, when you have knowledge, skills and a network, your access to resources expands, and once you have knowledge, skills, a valuable network and resources, you will undoubtedly earn a reputation.”
― Steven Bartlett, The Diary of a CEO: The 33 Laws of Business and Life

“Pedir a alguém que explique os detalhes e a lógica que sustentam suas crenças arraigadas é um método extremamente poderoso de reduzir a convicção dessa pessoa.”
― Steven Bartlett, O diário de um CEO: 33 leis para os negócios e a vida

“Lo habitual es comenzar nuestra vida profesional adquiriendo conocimientos (la escuela, la universidad, etc.). Esos conocimientos aplicados es lo que llamamos capacidades.”
― Steven Bartlett, Diario de un CEO

“Pide a todos los miembros del equipo que, cada uno por su cuenta, piense una lista de razones que podrían haber hecho fracasar el proyecto, teniendo en cuenta tanto factores internos como externos. Es importante que lo hagan de manera independiente y en papel, para evitar el pensamiento en grupo. PUESTA EN COMÚN Y DISCUSIÓN: Haz que cada miembro del equipo comparta sus razones para el fracaso, y fomenta una discusión abierta y sin prejuicios que destape los posibles riesgos y desafíos. DESARROLLO DE PLANES DE CONTINGENCIA: Sobre la base de los riesgos y desafíos identificados, trabajad juntos para elaborar planes de contingencia y estrategias para mitigar o para evitar por completo esos posibles escollos.”
― Steven Bartlett, Diario de un CEO

“Comfortable and Easy are short-term friends but long-term enemies. If you’re looking for growth, choose the challenge.”
― Steven Bartlett, The Diary of a CEO: The 33 Laws of Business and Life

“If you want long-term success in business, relationships and life, you have to get better at accepting uncomfortable truths as fast as possible. When you refuse to accept an uncomfortable truth, you’re choosing to accept an uncomfortable future.”
― Steven Bartlett, The Diary of a CEO: The 33 Laws of Business and Life

“Taking no risks will be your biggest risk. You have to risk failure to succeed. You have to risk heartbreak to love. You have to risk criticism for the applause. You have to risk the ordinary to achieve the extraordinary. If you live avoiding risk, you’re risking missing out on life.”
― Steven Bartlett, The Diary of a CEO: The 33 Laws of Business and Life

“Those who hoard gold have riches for a moment.
Those who hoard knowledge and skills have riches for a lifetime.
True prosperity is what you know and what you can do.”
― Steven Bartlett, The Diary of a CEO: The 33 Laws of Business and Life

“So, here’s what needs to be done if we want to increase our chances of being heard by someone on an opposing side. According to Sharot, if you want to keep someone’s brain lit up and receptive to your point of view, you must not start your response with a statement of disagreement. When you find yourself disagreeing with someone, avoid the emotional temptation, at all costs, to start your response with ‘I disagree’ or ‘You’re wrong’, and instead introduce your rebuttal with what you have in common, what you agree on, and the parts of their argument that you can understand. The strength of any carefully reasoned, logical argument isn’t likely to be recognised when you open with disagreement - regardless of how much evidence you have or how objectively correct you are.”
― Steven Bartlett, The Diary of a CEO: The 33 Laws of Business and Life

“We usually start our professional life acquiring knowledge (school, university, etc.), and when this knowledge is applied, we call it a skill. When you have knowledge and skills you become professionally valuable to others and your network grows. Consequently, when you have knowledge, skills and a network, your access to resources expands, and once you have knowledge, skills, a valuable network and resources, you will undoubtedly earn a reputation. With these five buckets and their interconnected relationship in mind, it’s clear that an investment in the first bucket (knowledge) is the highest-yielding investment you can make. Because when that knowledge is applied (skill), it inevitably cascades to fill your remaining buckets. If you truly understand this, you’ll understand that a job that pays you slightly more cash (resources), but gives you far less knowledge and fewer skills, is a lower-paying job. The force that clouds our ability to act upon this logic is usually ego. Our ego has an incredible ability to persuade us to skip the first two buckets – convincing us to take a job simply for more money (bucket 4) or a job title, status or reputation (bucket 5), without the knowledge (bucket 1) or skills (bucket 2) to succeed in that role. When we succumb to this temptation, we’re building our career on weak foundations. These short-term decisions – your inability to delay your gratification, be patient and invest in your first two buckets – will ultimately catch up with you.”
― Steven Bartlett, The Diary of a CEO: The 33 Laws of Business and Life

“two buckets – convincing us to take a job simply for more money (bucket 4) or a job title, status or reputation (bucket 5), without the knowledge (bucket 1) or skills (bucket 2) to succeed in that role. When we succumb to this temptation, we’re building our career on weak foundations. These short-term decisions – your inability to delay your gratification, be patient and invest in your first two buckets – will ultimately catch up with you.”
― Steven Bartlett, The Diary of a CEO: The 33 Laws of Business and Life

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― Steven Bartlett, The Diary of a CEO: The 33 Laws of Business and Life

“Existem apenas dois baldes que um terremoto profissional não tem como esvaziar. Ele pode levar sua rede de contatos, seus recursos ou até impactar sua reputação, mas nunca conseguirá remover seu conhecimento nem suas habilidades.”
― Steven Bartlett, O diário de um CEO: 33 leis para os negócios e a vida

“las empresas modernas que operan en este mundo tan cambiante, impredecible y turbulento exigen que los empleados de todos los niveles sean capaces de pensar de forma independiente.”
― Steven Bartlett, Diario de un CEO

“Eres una agencia de contratación: esa es tu prioridad, y los emprendedores que lo comprenden son los que ponen en marcha empresas que cambian el mundo.”
― Steven Bartlett, Diario de un CEO

“The late spiritual leader Yogi Bhajan once said, ‘If you want to learn something, read about it. If you want to understand something, write about it. If you want to master something, teach it.’ At”
― Steven Bartlett, The Diary of a CEO: The 33 Laws of Business and Life

“A 2008 study in Appetite found that the group of volunteers who tried not to think about eating ate more than the group who didn’t. The first group exhibited what is called a ‘behavioural rebound effect’. Similarly, a 2010 study in Psychological Science found that the group of smokers who tried not to think about smoking actually thought about it even more than the group who didn’t. This reminds me of a small piece of advice my driving instructor said to me when I was 18: ‘Steven, the car will go where your eyes are looking. If you want to avoid crashing into the cars on the side of the road, don’t focus on the cars on the side of the road, because you will veer towards the parked cars on the side of the road. Look forwards, into the distance, where you want the car to go.’ This seems like a fitting analogy for breaking and making habits: you will end up doing the thing you’re focusing on, so don’t focus on stopping smoking, don’t fight it; focus on the behaviour you want to replace it with.”
― Steven Bartlett, The Diary of a CEO: The 33 Laws of Business and Life

“The Law: Avoid wallpaper at all costs Words really matter, and the fate of ideas, politicians and brands can be decided by them. Knowing how to communicate in a way that cuts through, grabs attention and beats our habituation filters, will be the difference between success and failure in many endeavours in our lives.”
― Steven Bartlett, The Diary of a CEO: The 33 Laws of Business and Life

“THE TEN STEPS TO BUILDING A COMPANY CULTURE 1. Define the company’s core values and align them with aspects such as mission, vision, principles or purpose to create a solid foundation for the organisation. 2. Integrate the desired culture into every aspect of the company, including hiring policies, processes and procedures across all departments and functions. 3. Agree upon expected behaviours and standards for all team members, promoting a positive work environment. 4. Establish a purpose that goes beyond the company’s commercial goals, fostering a deeper connection for employees. 5. Use myths, stories, company-specific vocabulary and legends, along with symbols and habits, to reinforce the company culture and embed it in the collective consciousness. 6. Develop a unique identity as a group and cultivate a sense of exclusivity and pride within the team. 7. Create an atmosphere that celebrates achievements, progress, and living the company culture, boosting motivation and pride. 8. Encourage camaraderie, community and a sense of belonging among team members, encourage mutual dependence and a collective sense of obligation, reinforcing the interconnected nature of the team. 9. Remove barriers and enable employees to express themselves authentically and embrace their individuality within the organisation. 10. Emphasise the unique qualities and contributions of both employees and the collective, positioning them as distinct and exceptional.”
― Steven Bartlett, The Diary of a CEO: The 33 Laws of Business and Life

“SET THE STAGE: Gather relevant team members and clearly explain the purpose of the pre-mortem analysis – to identify potential risks and weaknesses, not to criticise the project or individuals. 2. FAST-FORWARD TO FAILURE: Ask your team to imagine that the project has failed and encourage them to visualise the scenario in vivid detail. 3. BRAINSTORM REASONS FOR FAILURE: Instruct each team member to independently generate a list of reasons that could have led to the project’s failure, considering both internal and external factors. It’s important that this is done independently and on paper to avoid groupthink. 4. SHARE AND DISCUSS: Have each team member share their reasons for failure, fostering an open and non-judgemental discussion to uncover potential risks and challenges. 5. DEVELOP CONTINGENCY PLANS: Based on the identified risks and challenges, work together to create contingency plans and strategies to either mitigate or avoid these potential pitfalls altogether.”
― Steven Bartlett, The Diary of a CEO: The 33 Laws of Business and Life

“es hacer de facilitador comprensivo, no de microgestor crítico.”
― Steven Bartlett, Diario de un CEO

“Weick reconoce que los pequeños logros «pueden parecer insignificantes», pero «una serie de logros» comienza a revelar «un patrón capaz de atraer a aliados, disuadir a los oponentes y reducir la resistencia a propuestas posteriores». Los pequeños logros «son compactos, tangibles, optimistas y no dan lugar a la controversia».”
― Steven Bartlett, Diario de un CEO