The More You Know, The Less You

I Took A Dozen Of Our Top Managers To Argentina, To The Windswept Mountains Of The Real Patagonia, For A Walkabout. In The Course Of Roaming Around Those Wild Lands, We Asked Ourselves Why We Were In Business And What Kind Of Business We Wanted Patagonia To Be. A Billion-dollar Company? Okay, But Not If It Meant We Had To Make Products We Couldn't Be Proud Of. And We Discussed What We Could Do To Help Stem The Environmental Harm We Caused As A Company. We Talked About The Values We Had In Common, And The Shared Culture That Had Brought Everyone To Patagonia, Inc., And Not Another Company.

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.

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.

How You Climb A Mountain Is More Important Than Reaching The Top

The Word Adventure Has Gotten Overused. For Me, When Everything Goes Wrong - That's When Adventure Starts