"“Good business leaders ask themselves where they spend their time,” she says. “But the best of the best ask, where do I spend my energy? Athletes are great at this, so they have energy in the moments that matter the most. But too many business leaders run their lives by the calendar. Managing our energy might be more important than managing our time.”"

"“You’d better be better than your problems—so good that you’re worth all of the drama off the court.”"

"“the blood would leave my body,” she says. “I wouldn’t want to answer. She was compromising how I showed up to other clients.”"

"Energy is integral to performance. You can't show up in the tough moments if you don't have it," Fletcher said. "There's so much we can't control, but also so much that we can."

"We all have those times of self-doubt, but in those very moments we have an opportunity to change our mindset into clarity and be bold," Fletcher continued, adding that such moments need not be as momentous as her exchange with the Braves manager. "It's not always about achievement. It's about who we become along the way. Complacency is the enemy of boldness. We don't have to accept it when our power is being dismissed."

"That manager and I became great friends at that moment, and I negotiated many contracts with him going forward,"

"But in that moment of self-doubt, I saw my opportunity to be bold and seize control of the situation,"

"At that moment, I was the point person for this contract, and I could see him thinking, 'What is this woman doing in my office?'"

"If you are leading and managing people who are at least a decade older than you are, you need to dress professionally, speak professionally and don't get drunk at corporate functions"

"When mentoring young entrepreneurs that Cole says become intimidated by risks, That puts your mind in a place where I think you act differently.""

"Even those people who have the good ideas, they hold back sometimes,"

"Think bigger. Always think bigger than you even think you should."

"It would help the fact that I was a young, former Hooters Girl, not be front of mind. It was always "back there' in their minds, but if I didn't do things to remind them of that, it helped."

"For me this is a season of board and advisory work, and really taking my time to think about what is the next big thing,"

"Unlike some that have a lot of drama behind them, this was very natural, And this points to how much I trust" executives there. "I'm a shareholder in Focus Brands. I give a shit. I'm so proud of the team. Every one of those key leaders in those categories, I either hired or promoted myself.""

"For me this is a season of board and advisory work, and really taking my time to think about what is the next big thing. Will I run another large company? Will I found a small investment fund? I'm going to continue to lean into public speaking, and will work on a book," said Cole, who is 42, adding, "I want to enjoy this chapter. I have two babies, a 1-year-old and a 3-year-old.""

"Spending the last decade working with iconic brands and exceptional teams and franchisees, while learning from dynamic CEOs, as well as the company’s owners, has been a great privilege,”"

"With the growth we have experienced and the incredible leaders we have put in place, there is no better time to make the transition to my next chapter. I couldn’t be more excited about the direction of Focus Brands or prouder of the great teams that will carry on and pursue our vision of continued expansion.”"

"I have never, ever heard an American say that in my 40 years of doing business with Americans."

"All of a sudden, it was like I was family.""

"That's always been my thing: I can see the possible in people and situations where other people can't. And because I can see it, I can help other people see it,"

"When I see people, everyone, every human, I understand that I am in the presence of greatness. Maybe potential greatness, or greatness unpolished, or greatness unfound, but every person has the ability."

"Never say no to an opportunity."

"The answer is yes, I can go." She says the managerial team who hired her never knew about her little day trip. "They never knew I had flown to Miami. They never knew I didn't have a passport," she says. "A couple of days later, I flew to Australia."

"As a leader, listen really closely to your employees"

""What took you so long? It's about time." When you are the leader, you sometimes are the only one with the authority to make a tough call,"

"But you want to avoid being in the position of having all of your employees thinking, "What took you so long?" When you make a tough call as a leader, "there are usually lots of people around you who have known that is the right thing to do for a long time,""

"The key, in business and in leadership, is staying really close to the other people who kind of know what is going on so that it doesn't take you too long for you to figure that out."

"Gratitude is good, but in moderation,"

"But if you get too thankful for what you already have, it can hold you back from dreaming bigger"

"Be thankful for things not being worse, but never be afraid to work to make them better"

"Donate your time. It will come back threefold,"

"I would always dress on the more professional end of the attire spectrum. I would wear dresses and blazers all the time when everyone else was in t-shirts and polos,"

"The reason all these CEOs were willing to write recommendations for me is because I had given of myself for a decade. I had volunteered,"

"Find a way to see every challenge as a chance to learn,"

"I would go to class one day and I would learn about transactions and I would go to work on Monday and be in the middle of the transaction, and I would think, "Thank God I went to class,'""

"Don't remind your colleagues that you are young,"

"The biggest challenge in business is not the competition, it’s what goes on inside your own head."

"I believe brain data will become a metric as commonly accepted as heart rate variability or daily step count. Athletes, professional gamersand everyday people will become accustomed to using brain data to track their behavioral and cognitive performance."

"I'm expecting that EEGs will become an increasingly popular tool for self-monitoring and condition detection and prevention. We’ll all start using brain data to track behavioral and cognitive performance. Companies will collect neurofeedback to make products and work experiences more personal. Invasive BCIs hold vast potential for mobility restoration and human augmentation."

"supply chain professionals should be willing to experiment and to “cultivate uncommon partnerships,” including working with competitors in pursuing bold, visionary actions."

"Be in a place of wonder vs. resist, of navigate vs. replicate, of contribute vs. extract, of be audacious vs. incremental,”"

"“This is where value of diverse thinking comes into the picture. California was the first state to require women on corporate boards, not because it is politically correct, but because corporations with women on the board are on average 15% more profitable. It’s about having different backgrounds, different thinking, different education."

"“This will be most crucial in artificial intelligence. Right now it is dominated by a homogenous group of people. The biggest thing to watch out for in AI is bias, how it was trained and what we ask it to do. Not because they are bad, but because they have a different perspective."

"“It’s part of the development of our AQ, our adaptability quotient. The great news is you can continuously develop it. Curiosity, agile thinking, diverse teams, collaboration, are all part of it. You have to ask, What does the future need and expect of you? What are you in a unique position to contribute to the future?”"

"“If we focus less on how to make humans more effective than how to make machines more effective it will be to our detriment. But this isn’t really about machines at all – it is about community. The single most important social technology is the importance of being human.”"

"Nobody knows how to do it: you’ve got to figure it out. Part of it is an agile mindset. It’s not about spending a ton of money on research and development and hope to get it right, but starting with the most basic components and make sure you get them right."

"“The iPhone didn’t start the way it is now; they caught up. So in human resources, for instance, it can be getting the hiring or onboarding process right, and build from there. On an individual level, it is teaching people that they have agency, that they are able to create something and it can start small.”"

"“If you’re older and you’re letting that get in your way, simply look your best and put [your age] to the side,”"

"I hire many people that are older … and they have so much more wisdom.” Corcoran said. “There’s no circumstance that they run into that they haven’t seen before and have a solution for. So you take a lot less training, you have a lot more life experience and judgment.”"