The NBA is never just a business. It's always business. It's always personal. All good businesses are personal. The best businesses are very personal.
Interpretation
This quote emphasizes that successful businesses intertwine personal relationships with professional dealings.
Mark Cuban's quote highlights the importance of personal connections in business. While business transactions may be viewed as solely financial, they are deeply influenced by the relationships and personal stakes involved. The quote suggests that true success in business comes from treating it as a personal affair, where passion and commitment play pivotal roles.
In practice
In a business seminar discussing the importance of personal branding.
If the pitch starts with a sob story, I'm out. If the pitch talks about personal issues, I'm out. If the pitch starts off with how big the market opportunity is, I'm out. If the pitch tells me what is unique about the product, how it can make a profit, and it's an area where I have expertise, I will read on.
Leaders don't look backwards to condemn what has already been done; they look forward to create a better future.
It doesn't matter how many times you fail. You only have to be right once and then everyone can tell you that you are an overnight success.
I think youβve got to be very, very careful when you start making blanket statements about what people say and think, as opposed to what they do. Itβs a very, very slippery slope.
Creating a close connection to those you do business with has its many risks, rewards and consequences._x000D_ _x000D_ There are few things in business I have encountered that are more difficult than firing someone, particularly if that someone has always been, or has become a friend._x000D_ _x000D_ On the flip side, I have been rewarded with many friends.
I'm always afraid of failing. It's great motivation to work harder.
In business, you're trying to make a buck. God was good to me and blessed me. I made some money and started this foundation years ago, and it has grown in size. With the foundation it's a lot different, because the bottom line isn't how you can make more money or get a better return, it's helping the projects that you feel strongly about move forward.
The hard part of running a business is that there are a hundred things that you could be doing, and only five of those actually matter, and only one of them matters more than all of the rest of them combined. So figuring out there is a critical path thing to focus on and ignoring everything else is really important.
Corporations hope that the right concept will turn things around overnight. This is what you might call the crash-diet approach: starve yourself for a few days and you'll be thin for life.
As a multisport athlete, I was always fascinated with competition and how to win. At HBS and later at the Harvard Department of Economics, I was drawn to the field of competition and strategy because it tackles perhaps the most basic question in both business management and industrial economics: What determines corporate performance?
When I read about young designers selling 51 percent of their company to someone else, I cringe. I want to say, 'Don't do it - call me first.'
It is difficult, but not impossible, to conduct strictly honest business.
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