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30 of 30 results found for - "Charles Schwab"  
[Quote No.1529] Need Area: Mind > Persist
"Everyone's got it in him, if he'll only make up his mind and stick at it. " - Charles Schwab

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[Quote No.32487] Need Area: Mind > Persist
"A man [or woman] can succeed at almost anything for which he [or she] has unlimited enthusiasm." - Charles Schwab

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[Quote No.50038] Need Area: Mind > Persist
"A person can succeed at almost anything for which they have unlimited enthusiasm [and therefore infinite persistence]." - Charles Schwab

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[Quote No.1530] Need Area: Mind > Evolve
"None of us is born with a stop-valve on his powers or with a set limit to his capacities, There's no limit possible to the expansion of each one of us. " - Charles Schwab

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[Quote No.33002] Need Area: Money > Invest
"The most difficult part of investing is managing your emotions." - Charles Schwab
Legendary investor.
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[Quote No.66400] Need Area: Money > Invest
"Today, I remain more convinced than ever that investing is the individual's path to financial freedom. I'm an optimist. And investing has always seemed to me to be the ultimate act of optimism. You've got to have confidence that the money you invest today is going to grow; otherwise, you might as well stuff it under the mattress. You have to believe tomorrow will be better than today. I believed it then, I believed it when I started Schwab against so many odds, and I still believe it today. To be a successful investor, you have to be optimistic." - Charles Schwab
In the book, ‘Invested - Changing Forever The Way Americans Invest’.
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[Quote No.66404] Need Area: Money > Invest
"With the stock market, there are no guarantees. You can guarantee service, costs, quality, and certainly integrity. But you can't guarantee performance; Risk is just part of the deal. I don't think human nature deals very well with the patience and strong stomach investing requires. We're wired for fight or flight. I have now seen nine crashes in my life, and it still troubles me that investors react this way [sit on the sidelines], because it always ends the same. The market roars back and leaves too many investors sitting on the sidelines missing out. Sometimes I wish I could just tie them to their chairs to help them ride out the temporary storm. To this day our advice is the same: 'Panic is not a strategy, stick with your investment plan, and don't let emotions get the better of you.' Heeding that advice when you're in full panic mode is just not easy. People aren't wired to be good investors. The most natural instinct is to run for the door. To sell. Sell everything,' I said [in 2008 when reaching out to clients]. You’ve got to fight that emotion because you want to be able to hang on for the recovery. Which has happened every time we have had an experience like this in my career ...and that goes back now some 40 years ... nine different cracks in the market like this. Smart investing is about taking it year by year. It is a little bit of a nightmare, but we handle those by living through them and looking forward to better days. Did I get the timing right with my advice? Not exactly. You never do. And that's exactly the point... Timing the market is impossible. As the saying goes, it's not timing the market that counts, but time in the market. Successful investing is not easy, that's the bottom line. It involves so much of your emotions, your sense of self-worth, your ego. To be fair, every worst-case scenario at the time [prior to 1987 crash] assumed a sudden market decline of 5%, not 25%. What happened on Black Monday [1987] was a previously unimaginable event, which, after the fact, becomes a calculable risk against which responsible parties take steps to protect themselves in the future. It's those extreme moments when things come out of a dark closet and into the light so that you see them... [One account] exposed a hole in our defences. Today, we take those measures to new heights, running crisis scenarios that are far out of the realm of any prior experience, trying to make the unknown, if not knowable, at least manageable. You control your decisions and you control how well you execute them; you don't control the environment. Don't panic and overreact to the economic environment or the stock price; stay focused on what works." - Charles Schwab
In the book, ‘Invested - Changing Forever The Way Americans Invest’.
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[Quote No.66406] Need Area: Money > Invest
"[For a successful investment and company you want everyone, especially the leaders and the management team, to be committed to the mission to better satisfy the customers' needs and to grow to help ever more stakeholders:]
I always wanted our company to be a growth company. In my experience earnings follow growth, and stock prices follow earnings. My philosophy is that with growth, everyone wins: clients get better service; investors get a better return; employees get jobs and rising pay; the community gets support; and, of course, the government gets taxes. I believe it is incumbent on every leader of a company that the number one thing on their mind is growth. You don't prosper without it. We are growth junkies - people who thrive on change and adaptability and the net new thing.

[Growth And A Strategy Of Finding and Ever Improving Sustainable, Compelling, Competitive Differences:-
Schwab's initial competitive advantage exploited the changes in regulated commissions at a time the incumbent brokers refused to compete for fear of lost revenue. Like Amazon's AWS in cloud computing and Starbucks' Coffee Shops, this provided a long runway for growth before like-minded competition entered. A culture of continuous innovation coupled with an unrelenting focus on satisfying customer needs fed Schwab’s unbridled demand for growth. The willingness to adopt a longer term view allowed the business to sacrifice near term profits as technology spend ramped to further automate and scale. This provided the opportunity to cut prices and grow volume, dissuading others from entering the market while widening the company's competitive advantage. Investors, whether employee owners, shareholders, or customers of the Charles Schwab company have been amply rewarded. Finally, Charles Schwab is an optimist. After more than forty years witnessing investor behaviour and umpteen markets dislocations, he vehemently maintains optimism is the right mindset for an investor. Self awareness is another key component. For as Chuck says, in good times or bad: Sometimes the most important competitor you confront is yourself.]

" - Charles Schwab
In the book, ‘Invested - Changing Forever The Way Americans Invest’.
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[Quote No.687] Need Area: Work > Leadership
"I consider my ability to arouse enthusiasm among men the greatest asset I possess, and the way to develop the best that is in a man is by appreciation and encouragement. There is nothing that so kills the ambitions of a man as criticisms from his superiors. I never criticize anyone. I believe in giving a man incentive to work. So I am anxious to praise but loath to find fault. If anything, I am hearty in my approbation and lavish in my praise. " - Charles Schwab

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[Quote No.1531] Need Area: Work > Leadership
"I consider my ability to arouse enthusiasm among men the greatest asset I possess. The way to develop the best that is in a man is by appreciation and encouragement. " - Charles Schwab

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[Quote No.1532] Need Area: Work > Leadership
"I have yet to find the man, however exalted his station, who did not do better work and put forth greater effort under a spirit of approval than under a spirit of criticism. " - Charles Schwab

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[Quote No.1535] Need Area: Work > Leadership
"The way to get things done is to stimulate competition. I do not mean in a sordid, money-getting way, but in the desire to excel. " - Charles Schwab

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[Quote No.3790] Need Area: Work > Leadership
"I consider my ability to arouse enthusiasm among the men the greatest asset I possess. " - Charles Schwab
when asked what equipped him to be the first man in the world to earn a million dollars a year in someone else's employ
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[Quote No.13966] Need Area: Work > Leadership
"...[for]a man to carry on a successful business [he] must have imagination. He must see things in a vision, a dream of the whole thing." - Charles Schwab

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[Quote No.50280] Need Area: Work > Leadership
"I have yet to find the man, however exalted his station, who did not do better work and put forth a greater effort under a spirit of approval then under a spirit of criticism." - Charles Schwab

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[Quote No.57508] Need Area: Work > Leadership
"A man to carry on a successful business must have imagination. He must see things as in a vision, a dream of the whole thing." - Charles Schwab

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[Quote No.66399] Need Area: Work > Leadership
"Recognising a business opportunity is only one part of succeeding as an entrepreneur. The key is acting on your business insight and following through. ... A business like ours comes down to two things; a big idea that makes a difference in people's lives, and people who believe in it and will see it through to fruition day after day, despite what may get in the way. You have to get both right." - Charles Schwab
In the book, ‘Invested - Changing Forever The Way Americans Invest’.
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[Quote No.66402] Need Area: Work > Leadership
"I read a lot of biographies of people who had accomplished great things, people such as John D Rockefeller, J.P. Morgan, Charles M Schwab, the steel magnate (no relation), and many others. I saw the importance of determination, or passion and fighting hard for what you believed in, and the importance of optimism and believing good things are possible. All the people I read about had a maniacal focus on growth." - Charles Schwab
In the book, ‘Invested - Changing Forever The Way Americans Invest’.
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[Quote No.66403] Need Area: Work > Leadership
"To this day I encourage young executives to get training in public speaking. No matter how good they are, mastering those moments in front of an audience is crucial to leading others, and it rarely comes naturally." - Charles Schwab
In the book, ‘Invested - Changing Forever The Way Americans Invest’.
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[Quote No.66405] Need Area: Work > Leadership
"[Growth is Everything:]
I always wanted our company to be a growth company. In my experience earnings follow growth, and stock prices follow earnings. My philosophy is that with growth, everyone wins: clients get better service; investors get a better return; employees get jobs and rising pay; the community gets support; and, of course, the government gets taxes. I believe it is incumbent on every leader of a company that the number one thing on their mind is growth. You don't prosper without it. We are growth junkies - people who thrive on change and adaptability and the net new thing. It's an irony: growth is a sign of success and shows you're on to something that people want, but with a young company like ours the growth outpaces your sources of capital. You're reinvesting every penny of profit you can, and it's not enough.

[Growth and Risk:]
Gamblers like taking risks, not entrepreneurs. Entrepreneurs start with a vision and accept, reluctantly, that no vision was ever realised without risking something important. But a true entrepreneur seeks to control his risks as much as possible. Taking and managing risk is a critical part of any successful endeavour. In business particularly, you have to have an appetite for it or you stagnate and don't do things that delight the customers and keep them coming back. My role was to embrace risk when I saw an opportunity for a huge reward. I've always tried to encourage my operating people to make big leaps that could have a significant impact on the company's bottom line.

[Growth through Innovation and Accepting Mistakes:]
You're never gambling the whole house, you take calculated risks. You've thought things through, and experience and maturity and intuition and the tests you go through give you incrementally better odds each time. You have to be willing to embrace client-focused innovation, even when it competes with your own existing business. Sometimes the most important competitor you confront is yourself. That's how you stay a step ahead of everyone else. You can't think just because you're big, just because you're successful, that you can't disrupt yourself. You can - and in fact in today's world, you have to. We tried a lot of things that didn't work. For a while it was one failure after another. But that never worried me. Innovators should expect failure, it's part of the process. As head of the organisation, it was my job to encourage experimentation, not punish it. We had a history - a culture of innovation - that helped prepare us for the internet. You try a lot of things as an entrepreneur. You learn as you go. And sometimes you wind up with something that works that wasn't planned. The work, the innovation, is never done. There's always another new idea, another convention to challenge, a million ways to make investing better. We just need to do it. I've always felt that when you make mistakes, if you stand up and admit them, people will give you the benefit of the doubt. Acknowledge and own up to problems and people will trust you. That will be helpful the next time. If you blame somebody else or try to sugarcoat the problem, you may get away with it once.

[Growth Through People:]
Business is all about people and you need to find those who share your vision and values, who will bring their own passion and strengths to the task. And you need that at every level of the organisation, from the mail-room up to the boardroom. An entrepreneur who is afraid to hire people who can do something better than he can is doomed. I paid people what I thought they were worth, regardless of seniority, and I used perks and bonuses to reward my stars. Employees are your most important resource. Helping them take care of their health is simply good for business. Experiencing how powerful and motivating that sense of ownership is, I've always encouraged and helped my employees over the years to be owners in our company as well.

[Growth by Helping the Customer:]
Our clients have always been the heart of our business. I always believed that profits were something that come naturally at the end of the line, if you got the first part right - finding new ways to help the customer succeed. We had a lot to learn on the way to becoming a company that could be proud of its customer service, which was the goal, and it took us a long time to get there. All I ever set out to do was build a firm that serves the customer the way I'd want to be served myself. We have never been the cheapest discount broker, but we have always tried to offer our customers the most value. Every client interaction changes our company's future - either to the positive or negative. It was really one thing that bought us success: a zealous team of people on a mission that I fondly refer to as 'Chuck's secret sauce', all of them in lockstep pursuing a simple innovation, total empathy for our clients: make it better, easier, more successful for the investor. I call it the mother lode of our innovations, more important than any single technology or new product. It was building a company from a basic belief; view your decisions through your clients' eyes. [In 2004] we were struggling to grow, and Schwab has always been a growth company. Now we were doing things to solve our problems that created difficulties for our clients. Our prices weren't competitive, and we'd let some nuisance fees creep in. Walt Bettinger, who was then leading the branch network, called them gotcha fees, which we tried to avoid. We'd gotten harder to work with. We made our struggles into our clients' problem, and that couldn't stand.

[Growth and Staying close to the Customers and Staff By Walking The Floors:]
I had never paid much attention to what my competitors were doing. I did not waste time thinking about how to exploit their weaknesses. Instead, I was always keyed into my own clients. To me the trick was coming up with products and services that satisfied investor needs before anyone else did. Get out ahead and others would be playing catch up. .. The only way that works is if you have first hand knowledge. I got mine spending a lot of time in the branches - talking to customers, watching what they were doing, trying to understand what they were thinking.
[Growth Though Physical Expansion - Branch Offices:]
It turns out there is something about having a nearby presence that helps persuade people to do business with you. The branch offices turned out to be spectacular growth engines.. We opened somewhere and, boom, our business exploded by a factor of 15. Here, I saw, was the key to growth on a grand scale - the kind of growth I had been seeking ever since I founded Schwab. It took roughly four years on average for a branch to become profitable. Opening branches is expensive, it eats into profits. But not forever - that's the key.

[Growth without Penny-Pinching Cost Cutting:]
You can't cut a company to greatness.

[Growth and Debt:]
We face enough risk and uncertainty every day in our business, not just normal operating risk, like any other company, but also stock market risk. To compound that double uncertainty with a mountain of debt strikes me as unwise. Plus I spent too many years as a young man having to scratch and claw for money. If that means we keep more cash around than some analysts think is appropriate for maximising shareholder value, so be it. [We've] always been conservative with the balance sheet.

[Growth through Marketing, Advertising - Social Proof and Sales:]
The biggest obstacle we had to overcome was a perceived lack of credibility. Most of our customers knew us only as a telephone number... One way we fought that perception was the same way McDonald's did - by counting our customers and bragging constantly about our growing numbers; '16,000 investors can't be wrong,' we said in one of our early newspaper ads. Nothing compares to the word of mouth that results from good PR. It was true then, and is truer today, with the explosion of social media. [Our agency] floated the idea of using my picture as the centre-piece for all our print advertising ... We had to find a way to personalise our clients relationship with the firm, or we were just a phone number and a mailing address. When it comes to telling tales aimed at garnering sales - as I know from hard experience - brokers are the best. I suffered my share of bubbles as a young investor. [but] Our employees weren't compensated in a way that encouraged them to persuade clients to do more trading.

[Growth and Acquisitions:]
A lesson about acquisitions: understand the culture you're buying, really figure that one out. Is it compatible with yours? Or do you have an opportunity to transform their culture so it aligns with yours? You get so confident about things, willing to do anything to acquire companies, but you still have to do your analysis to see, 'Does it really fit?' In my experience, the biggest potential problem, is always culture.

[Growth And A Strategy Of Finding and Ever Improving Sustainable, Compelling, Competitive Differences:-
Schwab's initial competitive advantage exploited the changes in regulated commissions at a time the incumbent brokers refused to compete for fear of lost revenue. Like Amazon's AWS in cloud computing and Starbucks' Coffee Shops, this provided a long runway for growth before like-minded competition entered. A culture of continuous innovation coupled with an unrelenting focus on satisfying customer needs fed Schwab' unbridled demand for growth. The willingness to adopt a longer term view allowed the business to sacrifice near term profits as technology spend ramped to further automate and scale. This provided the opportunity to cut prices and grow volume, dissuading others from entering the market while widening the company's competitive advantage. Investors, whether employee owners, shareholders, or customers of the Charles Schwab company have been amply rewarded. Finally, Charles Schwab is an optimist. After more than forty years witnessing investor behaviour and umpteen markets dislocations, he vehemently maintains optimism is the right mindset for an investor. Self awareness is another key component. For as Chuck says, in good times or bad: Sometimes the most important competitor you confront is yourself.]

" - Charles Schwab
In the book, ‘Invested - Changing Forever The Way Americans Invest’.
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[Quote No.1533] Need Area: Work > Sell
"I quickly learned that if I kept at it and plowed right through the rejections I would eventually get somebody to buy my wares. " - Charles Schwab

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[Quote No.57507] Need Area: Work > Sell
"We are all salesmen every day of our lives. We are selling our ideas, our plans, our enthusiasms to those with whom we come in contact." - Charles Schwab

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[Quote No.57509] Need Area: Work > Sell
"I quickly learned that if I kept at it and plowed right through the rejections I would eventually get somebody to buy my wares." - Charles Schwab

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[Quote No.66401] Need Area: Work > Sell
"I’m sure one of the reasons for my success over the years has been that people generally like me - and the secret to that is just human nature: I pay attention to them. I listen to their stories and take a genuine interest. And it’s made for a richer life. People are endlessly fascinating and their stories are motivating." - Charles Schwab
In the book, ‘Invested - Changing Forever The Way Americans Invest’.
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[Quote No.190] Need Area: Work > General
"The best investment a young man starting out in business could possibly make is to give all his time, all his energies to work, just plain, hard work." - Charles Schwab
[1862-1939], industrialist and financier.
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[Quote No.32488] Need Area: Work > General
"A man [or woman] can succeed at almost anything for which he [or she] has unlimited enthusiasm!" - Charles Schwab

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[Quote No.50037] Need Area: Work > General
"[Vocation and career:] A person can succeed at almost anything for which they have unlimited enthusiasm." - Charles Schwab

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[Quote No.57506] Need Area: Work > General
"[Vocation and career:] A man can succeed at almost anything for which he has unlimited enthusiasm." - Charles Schwab

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[Quote No.57510] Need Area: Work > General
"[Vocation and career:] For my own part I am more interested in my work than its mere money value." - Charles Schwab

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[Quote No.50281] Need Area: Friends > Children
"I have yet to find the man [or child], however exalted his station, who did not do better work and put forth a greater effort under a spirit of approval then under a spirit of criticism." - Charles Schwab

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