Donny Deutsch Quotes

The only thing I hated about the agency business was a lot of business travel. It was the only part of my job that I did not like. I found it very tedious and wearing.

A good ad is one simple idea, with humanity in it, that connects with consumers, that represents the value system of a company and then can connect it with the consumer. We always say a brand is set of shared values. So if you can simply demonstrate your value system as a brand, so that a consumer could say, "Ah, our values line up. I vote for you, brand!" that's a good ad.

I don't have a favorite medium; I was brought up on TV. so I am clearly of the TV generation, but it depends on what you are trying to sell; sometimes a fully integrated solution, sometimes a pure Internet solution, sometimes a pure billboard solution.

The failure-dichotomy principle: failure is good. Failure is not an option. Balance those in your brain.

I've built my success on the idea that a win for me involves a win for everyone around me.

There are moments in business and in life when you have to say, "Failure is not an option."

When I looked into the mechanics of being a businessman, I found it wasn't rocket science.

The passion, the competitiveness, the swinging for the fences, it adds up.

It's a very simple thing on the make-or-break decision, it's the guy, and that's what separates the great leaders and great successes, and if you don't listen to it, you don't have it, you're never gonna get it, 'cause it's never gonna come from someplace else.

And here's what management is: motivating people and putting them in places where they can succeed.

I appear wild on the outside, but I'm a conservative businessman.

To me, it's always what's next and I think that's what drives most very successful people. It's never about the money. I mean that's a way of keeping score. It's about achievement and it's about winning a game and it's about upping the ante.

You can be hard on people as long as you're just as hard on yourself.

Every business is about understanding people. Which people you have to get through. Which people you have to embrace. Which people you have to jump over. Which people you have to push out of the way. That's the game.

I've always managed by walking around. Any CEO or leader who spends the majority of his time in his office is not doing his job.

That outgrowth of arrogance comes at a price: some people don't like is. I take responsibility for that.

The key to success is not purely who's the smartest, who's the best, but also who can say with conviction, "I deserve it." The entire concept is wrapped up in one phrase: "Why not me?

If you can't embrace failure, or the possibility of failure, or the tremendous fear of failure, you can't be wildly successful.

Failure is not an option on this one.

The best bosses understand the people working for them. That's the first component: what makes my people tick? What are they in it for?