Quotes of steve jobs

You can’t connect the dots looking forward; you can only connect them looking backward. So you have to trust that the dots will somehow connect in your future

Your time is limited, so don’t waste it living someone else’s life

“Being the richest man in the cemetery doesn’t matter to me. Going to bed at night saying we’ve done something wonderful… that’s what matters to me.”
― Steve Jobs

“Creativity is just connecting things.”
― Steve Jobs

“Have the courage to follow your heart and intuition. They somehow already know what you truly want to become. Everything else is secondary.”
― Steve Jobs

“You can’t connect the dots looking forward; you can only connect them looking backwards. So you have to trust that the dots will somehow connect in your future.” ― Steve Jobs

“Sometimes when you innovate, you make mistakes. It is best to admit them quickly, and get on with improving your other innovations.”
― Steve Jobs

“Simple can be harder than complex: You have to work hard to get your thinking clean to make it simple. But it’s worth it in the end because once you get there, you can move mountains.”
― Steve Jobs

“Your time is limited, so don’t waste it living someone else’s life.”
― Steve Jobs

“Be a yardstick of quality. Some people aren’t used to an environment where excellence is expected.”
― Steve Jobs

“Remembering that you are going to die is the best way I know to avoid the trap of thinking you have something to lose. You are already naked. There is no reason not to follow your heart.”
― Steve Jobs

“You have to be burning with an idea, or a problem, or a wrong that you want to right. If you’re not passionate enough from the start, you’ll never stick it out.”
― Steve Jobs

“Stay hungry. Stay foolish.”
― Steve Jobs

I’m a long-term kind of person.

Fortunately, my training has been in doing things that take a long time. You know? I was at Apple 10 years. I would have preferred to be there the rest of my life. So I’m a long-term kind of person.

I have been trained to think in units of time that are measured in several years. With what I’ve chosen to do with my life, you know, even a small thing takes a few years. To do anything of magnitude takes at least five years, more likely seven or eight. Rightfully or wrongfully, that’s how I think.

I hate it when people call themselves “entrepreneurs” when what they’re really trying to do is launch a startup and then sell or go public, so they can cash in and move on.

I’m a tool builder. That’s how I think of myself. I want to build really good tools that I know in my gut and my heart will be valuable. And then, whatever happens, is… you can’t really predict exactly what will happen, but you can feel the direction that we’re going. And that’s about as close as you can get. Then you just stand back and get out of the way, and these things take on a life of their own.

If you are willing to work hard and ask lots of questions, you can learn business pretty fast.

On starting Apple with Steve Wozniak: We worked hard, and in 10 years Apple had grown from just the two of us in a garage into a 2 billion company with over 4000 employees.

I remember many late nights coming out of the Mac building when I would have the most incredibly powerful feelings about my life.

We used to dream about this stuff. Now we get to build it. It’s pretty great.

The smallest company in the world can look as large as the largest company on the web.

I think this is the start of something really big. Sometimes that first step is the hardest one, and we’ve just taken it.

Another priority was to make Apple more entrepreneurial and startup-like. So we immediately reorganized, drastically narrowed the product line, and changed compensation for senior managers so they get a lot of stock but no cash bonuses. The upshot is that the place feels more like a young company.

But it’s a disservice to constantly put things in this radical new light – that it’s going to change everything. Things don’t have to change the world to be important.

One of the keys to Apple is Apple’s an incredibly collaborative company. You know how many committees we have at Apple? Zero. We have no committees. We are organized like a start-up. One person’s in charge of iPhone OS software, one person’s in charge of Mac hardware, one person’s in charge of iPhone hardware engineering, another person’s in charge of worldwide marketing, another person’s in charge of operations. We are organized like a startup. We are the biggest startup on the planet.

We are aware that we are doing something significant. We’re here at the beginning of it and we’re able to shape how it goes.

Everyone here has the sense that right now is one of those moments when we are influencing the future.

Most of the time, we’re taking things. Neither you nor I made the clothes we wear; we don’t make the food or grow the foods we eat; we use a language that was developed by other people; we use another society’s mathematics. Very rarely do we get a chance to put something back into that pool. I think we have that opportunity now.

No, we don’t know where it will lead. We just know there’s something much bigger than any of us here. Click to tweet

We’re trying to use the swiftness and creativity in a younger-style company, and yet bring to bear the tremendous resources of a company the size of Apple to do large projects that you could never handle at a startup.

It’s hard to tell with these Internet startups if they’re really interested in building companies or if they’re just interested in the money. I can tell you, though: If they don’t really want to build a company, they won’t luck into it. That’s because it’s so hard that if you don’t have a passion, you’ll give up.

My model for business is The Beatles. They were four guys who kept each other’s kind of negative tendencies in check. They balanced each other, and the total was greater than the sum of the parts. That’s how I see business: great things in business are never done by one person, they’re done by a team of people.

We have wonderful arguments. […] If you want to hire great people and have them stay working for you, you have to let them make a lot of decisions and you have to, you have to be run by ideas, not hierarchy. The best ideas have to win, otherwise, good people don’t stay.

When you work with somebody that close and you go through experiences like the ones we went through, there’s a bond in life. Whatever hassles you have, there is a bond. And even though he may not be your best friend as time goes on, there’s still something that transcends even friendship, in a way.

I contribute ideas, sure. Why would I be there if I didn’t?

We are gambling on our vision, and we would rather do that than make ‘me-too’ products. For us, it’s always the next dream.

If you are working on something exciting that you really care about, you don’t have to be pushed. The vision pulls you.

When we create stuff, we do it because we listen to customers, get their inputs and also throw in what we’d like to see, too. We cook up new products. You never really know if people will love them as much as you do.

There’s an old Wayne Gretzky quote that I love. I skate to where the puck is going to be, not where it has been. And we’ve always tried to do that at Apple. Since the very, very beginning.

You’ve got to start with the customer experience and work backward to the Technology. You can’t start with the technology and then try to figure out how to sell it.

As we have tried to come up with a strategy and a vision for Apple, it started with “What incredible benefits can we give to the customer? Where can we take the customer?”

Part 1. There needs to be someone who is the keeper and reiterator of the vision. […] A lot of times, when you have to walk a thousand miles and you take the first step, it looks like a long way, and it really helps if there’s someone there saying, “Well we’re one step closer. The goal definitely exists; it’s not just a mirage out there”.

Part 2. So in a thousand and one little, and sometimes larger ways, the vision needs to be reiterated. I do that a lot.

When I got back here in 1997, I was looking for more room, and I found an archive of old Macs and other stuff. I said, ‘Get it away!’ and I shipped all that shit off to Stanford. If you look backward in this business, you’ll be crushed. You have to look forward.

The hard part of what we’re up against now is that people ask you about specifics and you can’t tell them. A hundred years ago, if somebody had asked Alexander Graham Bell, ‘What are you going to be able to do with a telephone?’ he wouldn’t have been able to tell him the ways the telephone would affect the world. He didn’t know that people would use the telephone to call up and find out what movies were playing that night or to order some groceries or call a relative on the other side of the globe.

It’s not about pop culture, and it’s not about fooling people, and it’s not about convincing people that they want something they don’t. We figure out what we want. And I think we’re pretty good at having the right discipline to think through whether a lot of other people are going to want it, too. That’s what we get paid to do.

Neither of us had any idea that this would go anywhere. Woz is motivated by figuring things out. He concentrated more on the engineering and proceeded to do one of his most brilliant pieces of work, which was the disk drive, another key engineering feat that made the Apple II a possibility. I was trying to build the company, trying to find out what a company was. I don’t think it would have happened without Woz and I don’t think it would have happened without me.

Even a great brand needs investment and caring if it’s going to retain its relevance and vitality and the Apple brand has clearly suffered from neglect in this area in the last few years, and we need to bring it back. The way to do that is not to talk about speed and fees, it’s not to talk about bits and mega-hertz, it’s not to talk about why we are better than Windows.

The best example of all and one of the greatest jobs of marketing that the universe has ever seen, is Nike. Remember, Nike sells a commodity. They sell shoes. And yet, when you think of Nike, you feel something different than a shoe company. In their ads, as you know, they don’t ever talk about the product. They don’t ever tell you about their air soles.

What does Nike do in their advertising? They honor great athletes, and they honor great athletics. That’s who they are, that’s what they are about.

More important than building a product, we are in the process of architecting a company that will hopefully be much more incredible, the total will be much more incredible than the sum of its parts.