Doing a me-too business, because it's you - the only person who cares about that is you. The market doesn't care if it's you. The market is pretty much being served. You better have something that the world doesn't have, because even then, you might screw it up through your own ineptitude and inexperience.

Stephen A. Schwarzman

When you lose control of risk at a financial institution, you do a variety of unfortunate credit extensions or purchases - and all of a sudden, you've blown up your business.

Stephen A. Schwarzman

Public service is a core value for people of my generation.

Stephen A. Schwarzman

As the world has become more predatory and aggressive, my impression is that the investment banking business has moved from being relationship-oriented to being increasingly transaction-oriented.

Stephen A. Schwarzman

Blackstone is not really a business per se. It's a mission to be the best.

Stephen A. Schwarzman

I love picking people. I started Blackstone, and we had no people, and now we have with our portfolio companies about 750,000 people all over the world. Everybody who is at a senior level has ultimately been picked by me.

Stephen A. Schwarzman

I'm concerned with China growing at double or triple the rate of the West, that there will be tensions. One needs to do something to start addressing misunderstandings and frustration.

Stephen A. Schwarzman

The library helps lower- and middle-income people - immigrants - get their shot at the American dream.

Stephen A. Schwarzman

My biggest job really is to figure other people out. I need to understand what makes a person tick.

Stephen A. Schwarzman

This country, of course, needs fundamental reform of our financial regulatory system, as I, and many other financial institution executives, have publicly advocated for a considerable period.

Stephen A. Schwarzman

I've always been comfortable with people who run things, whether it was the principal of my high school or the president of the university.

Stephen A. Schwarzman

I've lived through periods of illiquidity before. Asset prices come down. The economy slows or even goes into recession. Then the cycle re-starts. We buy at lower prices with less leverage.

Stephen A. Schwarzman

I don't feel like a wealthy person. Other people think of me as a wealthy person, but I don't. I feel the same as when I was a fifth-year associate trying to make partner at Lehman Brothers. I haven't changed.

Stephen A. Schwarzman

If I get angry, it's obvious. I don't have to say much.

Stephen A. Schwarzman

It's wonderful to learn about new cultures and to be able to travel easily to so many countries.

Stephen A. Schwarzman

I can't micromanage what anybody pays or doesn't pay. But the concept that half of the public isn't involved with the income-tax system is somewhat odd and I'm not saying how much people should do, but we should all be part of the system.

Stephen A. Schwarzman

I don't control the political world.

Stephen A. Schwarzman

I grew up in a small town outside Philadelphia and went to the local high school, where I ran track all four years.

Stephen A. Schwarzman

Inaccurate analysis produces faulty insights and bad decisions - which lead to losing a tremendous amount of money.

Stephen A. Schwarzman

Today, whenever I'm under pressure to make a decision on a transaction but I don't know what the right one is, I try desperately to postpone it. I'll insist on more information - on doing extra laps around the intellectual parking lot - before committing. I take the same approach with people, too.

Stephen A. Schwarzman

Stephen A. Schwarzman Quotes

When you lose control of risk at a financial institution, you do a variety of unfortunate credit extensions or purchases - and all of a sudden, you've blown up your business.

Public service is a core value for people of my generation.

As the world has become more predatory and aggressive, my impression is that the investment banking business has moved from being relationship-oriented to being increasingly transaction-oriented.

Blackstone is not really a business per se. It's a mission to be the best.

I love picking people. I started Blackstone, and we had no people, and now we have with our portfolio companies about 750,000 people all over the world. Everybody who is at a senior level has ultimately been picked by me.

I'm concerned with China growing at double or triple the rate of the West, that there will be tensions. One needs to do something to start addressing misunderstandings and frustration.

The library helps lower- and middle-income people - immigrants - get their shot at the American dream.

My biggest job really is to figure other people out. I need to understand what makes a person tick.

This country, of course, needs fundamental reform of our financial regulatory system, as I, and many other financial institution executives, have publicly advocated for a considerable period.

I've always been comfortable with people who run things, whether it was the principal of my high school or the president of the university.

I've lived through periods of illiquidity before. Asset prices come down. The economy slows or even goes into recession. Then the cycle re-starts. We buy at lower prices with less leverage.

I don't feel like a wealthy person. Other people think of me as a wealthy person, but I don't. I feel the same as when I was a fifth-year associate trying to make partner at Lehman Brothers. I haven't changed.

If I get angry, it's obvious. I don't have to say much.

It's wonderful to learn about new cultures and to be able to travel easily to so many countries.

I can't micromanage what anybody pays or doesn't pay. But the concept that half of the public isn't involved with the income-tax system is somewhat odd and I'm not saying how much people should do, but we should all be part of the system.

I don't control the political world.

I grew up in a small town outside Philadelphia and went to the local high school, where I ran track all four years.

Inaccurate analysis produces faulty insights and bad decisions - which lead to losing a tremendous amount of money.

Today, whenever I'm under pressure to make a decision on a transaction but I don't know what the right one is, I try desperately to postpone it. I'll insist on more information - on doing extra laps around the intellectual parking lot - before committing. I take the same approach with people, too.