At Patagonia, Making A Profit Is Not

I Live For The Moment. I'm Basically A Buddhist-type Person. I'm Just Here Right Now, And I Don't Think About What's Going To Happen A Hundred Years From Now. I Try To Concentrate On What's Going On Right Now. But I'm Really Trying To Run This Company Like It Is Going To Be Here A Hundred Years From Now. That's What's Important.

The Revolution Starts At The Bottom.

I've Always Thought Of Myself As An 80 Percenter. I Like To Throw Myself Passionately Into A Sport Or Activity Until I Reach About An 80 Percent Proficiency Level. To Go Beyond That Requires An Obsession That Doesn't Appeal To Me. Once I Reach 80 Percent Level I Like To Go Off And Do Something Totally Different; That Probably Explains The Diversity Of The Patagonia Product Like - And Why Our Versatile, Multifaceted Clothes Are The Most Successful.

The Solution May Be For A Lot Of The World's Problems Is To Turn Around And Take A Forward Step. You Can't Just Keep Trying To Make A Flawed System Work.

Doing Risk Sports Had Taught Me Another Important Lesson: Never Exceed Your Limits. You Push The Envelope And You Live For Those Moments When You’re Right On The Edge, But You Don’t Go Over. You Have To Be True To Yourself; You Have To Know Your Strengths And Limitations And Live Within Your Means. The Same Is True For A Business. The Sooner A Company Tries To Be What It Is Not, The Sooner It Tries To ‘have It All,’ The Sooner It Will Die.