I only like people to know what I want them to know. People didn't know what Tupac was doing. That's why he was so iconic.
The challenge in a startup is you hit a lot of turbulence, and you want people who understand that it's just turbulence and not a crisis.
The military lead turbulent lives, but they are people like everybody else.
I had a very turbulent and painful childhood, like many people. I left for college when I was 16 years old and up until that point I'd lived in five different family configurations. Each one ended or changed through a death or some terrible loss.
Most people don't realize turkeys are friendly, they're social, they're loyal, they have emotions.
I got a lot of influence from my father, honestly. He'd take me in his car. I'd hear Carlos Santana. I'd hear Queen. I'd hear all these Turkish people, like, bands that he grew up listening to. He was in a band as well.
These political movements flourish on the margins of Turkish society because of poverty and because of the people's feeling that they are not being represented.
The reason people like the Young Turks is because we say things you're not allowed to say in Washington that are obviously true.
One side of me is very busy paying attention to the details of life, the humanity of people, catching the street voices, the middle-class, upper-middle-class secret lives of Turks. The other side is interested in history and class and gender, trying to get all of society in a very realistic way.
I'm not a fan of taking too long in the studio. I always do one vocal take and jump out of the control room, and people push me back in... It's a real turn-off to hear things that are too polished. I feel like I've almost fought for the right to be that kind of musician - we used to be on a major label, and now we're on an indie.
The biggest turn-off for me is people who think the world of themselves. Arrogance is not a sexy quality, and it really gets on my nerves.
The biggest neurological turn-on for people is other people. This is what really excites us. In reward terms, it's not money; it's not being given cash - that's nice - it's doing stuff with our peers, watching us, collaborating with us.
Turnaround or growth, it's getting your people focused on the goal that is still the job of leadership.
My fear is turnout. I think a lot of people might think: 'Well, in the end, it's the rational thing to stay, but I'll let other people make that choice for me.' Don't. This is very close, no doubt about it.
There are so many ways and different people who show up and vote now. The way turnout works now. The abilities we have now to turn out voters. The polling can't understand that. And that's why the polling was so wrong in 2016. It was 100% wrong. Nobody got it right - not one public poll.
Most writing staffs have this crazy high turnover, and then everyone's really miserable, and I don't understand that. I don't know why you don't grow people to then be able to take over as you. That's how I can have more shows.
When I got started, I was a sideshow. At my first Consumer Electronics Show, in 1977 in Chicago, people came from all over the floor to see the 'lady programmer.' They had me dressed in a turquoise lab coat with my name embroidered on the pocket.
I think that we see Steve Jobs as the genius speaker in the mock black turtleneck with the round glasses, sort of beautifully delivering his new product, and I think that for people to understand that he started in a garage.
I was lucky I went to school in London because the tutors could see what to do. I knew I wanted to do something different. Why would I want to do what other people were already doing, because they would always do it better? I always wanted to work around the body. So throughout my college years, my work was quite free.
Audiences just naturally hate me on screen. I could play a role in a tuxedo, and people would think I was rotten. You can do much more with a villain part.
