by Donald Trump
Ralph Waldo Emerson wrote, “It is a lesson which all history teaches wise men, to put trust in ideas, not circumstances.” That’s a good way of saying you need to focus on your goals, not your problems. If people waited for everything to be perfect before attempting anything, the world would be in a sorry state. Maybe I just like challenges, but I have to say that without a challenge, I would find the world a little flat. Maybe that’s one reason I like building skyscrapers.
As a builder, I know that being thorough when it comes to your problems will greatly reduce them. Being thorough means being meticulous. Don’t toss off your problems, and don’t dwell on them either. Deal with them! Who’s the boss—your problems or you? Better make sure of your approach on that subject.
If Einstein turned his back on problems, I doubt if he’d be as quotable as he is today. He admits to staying with problems for a long time—an indication of his patience and perseverance. He thought about problems until he had them figured out. In other words, that’s how he found solutions. That’s a good way to go when it comes to just about anything. Maybe none of us are an Einstein, but we can learn from his approach.
If you’ve got some problems today, that’s a good sign. It means you’re alive for one thing. So give that some thought, and make the most of that situation.
Follow your bliss and the universe will open doors where there were only walls.
—JOSEPH CAMPBELL
Scotland: You’re Hired!
This story started two years ago and, as of November of 2008, had a happy ending. I had spent five years reviewing sites throughout Europe for a golf course and turned down over 200 possibilities for development. Then in 2006 I saw the links land at Menie Estate, which is in northeast Scotland’s Grampian Region. I had never seen such a dramatic unspoiled seaside landscape—it had three miles of spectacular oceanfront and sand dunes of immense proportions. To put it mildly, I was excited. I knew this was the right place for my golf course, and I had two additional reasons for that: My mother was born in Scotland, and Scotland is the birth-place of golf.
This would be a labor of love for me, and I couldn’t wait to get started on my plans. Well, two years later, I can finally get started. After I got full approval to go ahead, I realized this would be a great business lesson for you to hear about. It’s about determination and perseverance.
As soon as my proposed development was announced in 2006, environmentalists were immediately on guard. In fact, the environmental statement on this estate takes up two five-inch-thick books. Also, it would be an expensive development, costing one billion pounds. Anything I do means instant scrutiny, but the scope of my plans was such that no one thought I would get approval to go ahead. In short, there were a lot of issues to be dealt with, from badger and otter protection plans to the economic value to locals. I knew it wouldn’t be easy. It became such a saga that the BBC filmed several documentaries and HBO did a feature on the project hosted by Bryant Gumbel. This was going to be a challenge, but there was no way I was going to give in or give up. When something matters, it matters.
People were expecting a duel, which I realized, so instead I offered a partnership approach. We worked with the Scottish National Heritage, and because we had the same concerns, it became clear that I am environmentally sensitive. I was also inclined to be sympathetic to the rich history of the area due to my own heritage, and I gave that aspect due respect. I also hired the leading expert on geomorphology (the study of movement landforms, such as sand dunes), and we did extensive research on the twenty-five acres of sand dunes on this land. I was thorough and painstaking, which I think was noticed.
The Scottish government held a public inquiry that lasted for five weeks, and my development had very broad local and business community support. The local politicians were for it, the environmentalists supported us, and a significant point is that the Scottish ministers also agreed with us. It turns out that it is one of the largest land-use applications approved in UK history. The locals were ecstatic, and considering the worldwide economy, I could understand that.
I could literally write a book about this development already, and we’re just getting started. But I have to say this victory is particularly meaningful because it’s been a victory for everyone. Scotland and the locals won, and so did I. We have received tremendous feedback from people who have watched this development over the past couple of years remarking on how tenacious we were to fight that long and that hard for it. There have been thousands of articles printed about it, and I received countless letters, mostly encouraging me to keep up the good fight. I’m known for being persistent, but this was and is truly a special case because it has to do with my roots. Apparently, those roots go very deep.
I made a point to visit my ancestral home (my mother’s house on the Isle of Lewis) with my sister Maryanne during this time, which further cemented my determination. I think I surprised even the die-hards by the battle I fought and won. But it wasn’t just business—it was personal, too. That can be a formidable combination.
In honor of my mother, Mary McLeod Trump, I kept the faith and won. She’s the one who always told me, “Trust in God and be true to yourself.” I’m glad I listened to her because that was very wise advice. Scotland has a true Scot behind them all the way, and Trump International Golf Links will soon grace the north coast of Scotland.
Tempo: the rate of motion or activity.
—WEBSTER’S DICTIONARY
Develop a Tempo When You’re Working
I’ve mentioned before that when you’re the CEO of a company, it’s like being a general. You have to be in charge, you have to take responsibility, you have to instill confidence. But it’s also a bit like being a conductor, which is one reason I mention tempo. Think about it: An orchestra is comprised of many parts, of many instruments and players, and when they all work well together, you will have an exceptionally good orchestra. But the conductor is the one responsible for the tempo, for the performance, for the teamwork—it’s very much like having a well-run organization.
I operate quickly, which is allegro to an orchestra. My organization is the orchestra, but I’m the conductor. I’m very well aware of how important it is to keep the momentum going at all times, whether you’re in the mood or not. My team will take the cue from me, and I know it. Learn to develop your own tempo and stick to it. See it as an inner metronome that keeps consistent time no matter what’s going on around you.
People often ask me what makes me tick. I think that’s part of it—I simply respond to my own tempo, and my mode is working fast. Maybe yours is slower, maybe it’s even faster, but we all know what speed is best for us. Stick to that tempo and keep at it. People will learn to plug into that, and you will see faster results because of it. Can you imagine if every musician in the orchestra had their own idea of what the tempo should be? It’d be cacophony, a mess. That’s what can destroy businesses, too. Be a good conductor and make sure you’re all in accord on this basic component.
When I conduct a meeting, I’m in charge and I need people to keep up with me. People who work with me know my tempo, and they’ve adjusted. New people learn how. No matter what situation or business you are in, be alert to the level of energy around you—it will help you through every day. So if you’re not in charge yet, realize it’s your responsibility to take the cue and respond accordingly.
People talk about being in “the zone” when they reach a certain level of achievement, whether they are runners or writers. It’s when things come naturally, a sort of synchronicity. I know the feeling when I am making deals and I see the pieces falling into place the way they should. It’s something to aim for, and tempo has a lot to do with it.
For example, you probably all know the feeling of having to write a term paper. Sometimes it’s not so easy to get started—maybe you’ve procrastinated, but finally one night you get down to it and, after awhile, you are producing the pages without a lot of agony. Thinking about doing it was probably harder than
actually getting it done. Something takes over and the work evolves. A lot of that is tempo, or getting into the groove, and pretty soon performance takes over and you’re done.
I’ve noticed that some people need a new speedometer because their positive momentum is so slow that they couldn’t possibly expect to get anywhere. Their tempo is set at a big number in the minus category somewhere, and they still can’t figure out why they haven’t arrived anywhere yet. Some people may think they’re born losers, but a tempo adjustment just might change that scenario.
There’s another reason I like to use the word tempo. Tempo also refers to the game of chess; it’s a turn to move in chess in relation to the number of moves required to gain an objective. Note that it refers to gaining an objective. We all know that chess is a game of strategy. So is business. Think about that—and develop a tempo starting today.
No person who is enthusiastic about his work has anything to fear from life.
—SAMUEL GOLDWYN
You Can Better Your Best at Any Time
If you see every day as an important day for your future and a special day just because you have it, you will be amazed at how productive and energetic you will be. It’s the best way to be at your best at all times. Ever say to yourself, “what a great day!”? Say it to yourself today, right now, and see how your enthusiasm level begins to improve.
That’s the first step, and it helps if you’re already doing something you love doing. Things just work out better that way, and you won’t have to work very hard at creating momentum or enthusiasm. But no matter how well you’ve done, you can always do more and do better. That’s how I avoid complacency and how I maintain a high level of productivity.
For example, after I’d finished Trump Tower and it became a great success, I knew it was just the beginning, and I was right. I kept moving forward and later built Trump World Tower at the United Nations Plaza, which became another sensational success, critically and personally.
Maybe I thrive on challenges, but the most significant challenges are the ones you give to yourself. I don’t need to impress anyone at this point, but I do need to satisfy my own goals and ideals. For example, The Trump Hotel Collection has taken The Trump Organization international in a short amount of time. It was a natural extension of our brand in the luxury sector of the hotel industry, and Donald Jr., Ivanka, and Eric have taken the concept worldwide. It has been exciting to see the growth and success of this collection, and it didn’t happen because I was already satisfied with my achievements. I didn’t put a limit on my own horizons.
Don’t ever think you’ve done it all already or that you’ve done your best. That’s just a shortcut to undermining your own potential. Unless you’ve already kicked the bucket, there’s still a lot more you can do. We’ve all been around know-it-alls who remind me of the cynics who know the price of everything and the value of nothing. Avoid that trap by realizing your own potential and the intrinsic value of things, including your own efforts to make the day a great one for yourself—and others.
One task assignment on The Apprentice had the teams giving a techno expo for senior citizens. Part of the theme was to give back, so the assignment was given at Trump Place on the Hudson River, where I have donated a large park to the city of New York. As a reward, in keeping with our theme of giving back, the winning team went to a children’s hospital to give presents and spend some time with the kids. Afterwards, the team members commented that while working with the seniors was a high, seeing the smiles on the children was the bonus. They’d been allowed to better their best effort, and their sincerity was obvious. Everyone had a great day. So do more, be more, give more—and everyone will benefit.
It is a curious fact that people are never so trivial as when they take themselves seriously.
—OSCAR WILDE
They Thought I Was Doing So Well
Soon after The Apprentice premiered and was a hit show, I became a popular choice for television commercials. I turned a lot of them down, and I did a few, but one for Visa always remains in my memory. It was funny and I was allowed to display a self-deprecating attitude that I think took people by surprise. The surprising thing is that I’m more humble than people might think. I’m humble enough to be grateful, for one thing, and I still have a sense of humor about myself.
In this commercial, called “Rooftop,” I am shown on top of Trump Tower holding my Visa card when a gust of wind blows it out of my hand and down many scores of floors to the street below, which happens to be Fifth Avenue. Then I’m seen rummaging through a Dumpster in search of my lost card, and when a well-dressed passerby on Fifth Avenue sees me emerge from the bottom of the Dumpster, she indignantly remarks, “and I thought he was doing so well!”
The idea of the ad was to show that I was learning about the security my Visa card could provide to me. The effect was that I’m a guy who would go through a Dumpster to make sure of it.
That sums up a lot about how I can be, which makes me a lot like everyone else, if you think about it. The part I like about some of the things I’ve done, when I look back, is that I’m not afraid to be seen as human, because I am. What would you do? What would I do? There’s a lot we all have in common. Not that it was necessarily due to the protection the card offers—so the second lesson is that you should know what a product has to offer you to begin with. It could save you a visit to a Dumpster.
I remember being asked why I would appear on a popular national television show (Saturday Night Live) dressed in a pastel yellow suit in a skit called “Trump’s House of Wings” accompanied by singing chickens. My answer is, “why not?” I will admit I nixed the idea of appearing in a chicken costume but the yellow suit I got in replacement wasn’t exactly a step up. But it was a memorable skit and everyone had fun.
One number you didn’t see on Saturday Night Live and one I liked a lot, as well, was about a romance novelist who was a real estate tycoon who lived in a skyscraper on Fifth Avenue. There were just too many skits and that one got cut. But I think I made a fine example of the possibilities of romance novels that can be based on fact. I have a great romantic streak and I live very happily and romantically in my Fifth Avenue apartment.
When I appeared on the Emmy Awards and sang the Green Acres theme with Megan Mullally, I know a lot of people were surprised, but we had fun. The same thing happened when I got into the ring and took a challenge from Vince McMahon of Wrestlemania. That was a stretch for a real estate developer, but it was definitely a new experience and one I enjoyed.
Here’s my point: Don’t be afraid of taking chances. Go for having a good time, because in the process a lot of other people just might have a good time, too. My theory is: Take your work seriously, take yourself less seriously. It’s a great recipe for some good times and great memories.
Being good in business is the most fascinating kind of art. Making money is art and working is art and good business is the best art.
—ANDY WARHOL
It’s Not Personal—It’s Business
Business is about making money. It’s about the bottom line.The sooner you realize that, the sooner you’ll get a grasp about what business is. I’m very often surprised by people who think business is something else. They come in with lofty ideas and philanthropic purposes that have absolutely no place in a business meeting. It’s a waste of everyone’s time.
I remember when a group of businessmen wanted to build an atrium on the ground floor of 40 Wall Street. It was a beautiful idea. They wanted to make 40 Wall Street the downtown equivalent of Trump Tower, except they forgot about something. What would they do with the steel columns that support a seventy-two-story building? That rather major structural component never entered their minds. I hope they didn’t take it personally when I pointed out their oversight.
Business is business. For example, if you get fired, there’s usually a number behind it, and that can take the personal affront right out of it. Businesses have to watch out for their bottom line or they
won’t be in business for very long. Don’t get worked up. If you do, you might be taking it the wrong way. It isn’t always easy, but try to be objective.
I learned early on that business can be completely impersonal even when you’re dealing with human beings. One banker I was dealing with was so indifferent that he was literally like a machine. When a machine says no, it’s very tough. There’s no negotiating possible. I remember writing that you’d be better off dealing with a killer with real passion than with an institutional type who has no emotion and just wanted to go home at 5 o’clock. Sometimes we run into brick walls like that. Our only recourse is to find another way around it, which I did. But I got a good insight into how impersonal business can be.
I’d rather be personable. It also works better, provides more options for everyone, and allows for more creativity. It can require more energy, but I can tell you the results will be worth it. It still strikes me as funny that I suddenly became very popular after I started firing people every week on national television. People really liked me for that. Or so I thought. What it was is that they were seeing the real person behind the famous name. They see that I can be tough but that I try to be impartial. I’m also a bit of a teacher. I’ve always been this way, but it was never seen before except by my employees. I’m personable, but I can be all business. Believe me, it’s a formidable combination.