Think Like a Champion: An Informal Education in Business and Life (12 page)

—ALBERT EINSTEIN

P
roblems are a mind exercise. Problems can be opportunities. If you put different names on different things, it’s surprising how much that can affect your approach to them. Some people play chess. They see it as a game. It is also an art, a science, and an exercise in problem solving. But they enjoy it and are passionate about it. Bobby Fischer, the famed chess champion, answered when asked about his technique: “I don’t believe in psychology. I believe in good moves.” He also mentioned that he gave 98 percent of his mental energy to chess, whereas others gave only 2 percent. That explains his success. It couldn’t be said—or done—more simply.

Maybe we’re not all chess champions, but we can still learn a lot about problem solving. There’s the old saying that if you don’t have problems, then you don’t have a job. They come with the territory of any endeavor. So it’s good to know how to deal with the inevitable. If the sun rises and the sun sets, there will be problems
to deal with. I know people who see problems as a game to be won. I know people who see problems as burdens. That’s just giving yourself another problem to deal with.

We’ve all heard people talk about someone who has “a lot of baggage,” meaning they’re carrying around a lot of problems with them. That really isn’t necessary, especially in this age when traveling light is the goal. Try to avoid the gravitational pull of dispensable weight.

When I was doing the first season of
The Apprentice
, I had limited knowledge of how shows work, how networks operate, and how shows are rated. Was this a problem? It could have been, but I saw it all as an opportunity to learn something new. I was the new kid on the block, and it could have been daunting, but I decided to go for it. It was like a crash course. Had I known that 95 percent of all new television shows fail, I might have thought twice about it. In that case, what I didn’t know worked for me. I just put all my concentration into what I was doing, and as problems surfaced, I dealt with them. Think how boring it would be to just sail into things and have everything be perfect. You can’t prove your merit on quiet waters, whether you’re a businessman or a mariner.

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.

—JOSEPH CAMPBELL

T
his 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.

—
WEBSTER’S
DICTIONARY

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.