Yvon Chouinard Quotes
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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.
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Evil doesn’t have to be an overt act; it can be merely the absence of good. If you have the ability, the resources, and the opportunity to do good and you do nothing, that can be evil.
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What they don't realize is that I'm not in the business to make clothes. I'm not in the business to make more money for myself, for Christ's sake. This is the reason Patagonia exists - to put into action the recommendations I read about in books to avoid environmental collapse. That's the reason I'm in business - to try to clean up our own act, and try to influence other companies to do the right thing, and try to influence our customers to do the right thing. So we're not going to change.
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...it's always been difficult for us to lead an examined life as a corporation. I've always felt like a company has the responsibility to not wait for the government to tell it what to do, or to wait for the consumer to tell it what to do, but as soon as it finds out it's doing something wrong, stop doing it.
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No young kid growing up dreams of someday becoming a businessman. He wants to be a fireman, a sponsored athlete or a forest ranger The Lee Iacoccas, Donald Trumps, and Jack Welchs of the business world are heroes to no one except other businessmen with similar values.
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I've accepted the fact that there's a beginning and end to everything. All species are born, evolve, and then die off. We're going through the 6th great extinction and the large mammals are going first and, you know what - we're large mammals!
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We choose to believe that the granite is alive. If life is movement, then rock - with its atoms flying around like stars in cosmos - is alive.
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The climbing as a whole is not very esthetic or enjoyable; it is merely difficult.
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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.
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Going back to a simpler life is not a step backwards.
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We've teamed up with some Japanese companies to, basically by 2010, make all our clothing out of recycled and recyclable fibers. And we're going to accept ownership of our products from birth to birth. So if you buy a jacket from us, or a shirt ,or a pair of pants, when you're done with it, you can give it back to us and we'll make more shirts and pants out of it.
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During the sixties, all the risk-type sports were very popular, because everybody was rebelling against their parents, or rebelling against the whole system. But those days are over. This is the day of conservatism.
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The revolution starts at the bottom.
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Real adventure is defined best as a journey from which you may not come back alive, and certainly not as the same person.
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My favorite quote about entrepreneurship is that to understand an entrepreneur, you should study a juvenile delinquent. They're both saying: "This sucks and I'm going to do it another way." You have to want to break the rules and prove that your way works.
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The word adventure has gotten overused. For me, when everything goes wrong - that's when adventure starts.
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I believe the accepted model of capitalism that demands endless growth deserves the blame for the destruction of nature, and it should be displaced. Failing that, I try to work with those companies and help them change the way they think about our resources.
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I drive old cars, all my Patagonia clothes are years and years old, I hardly have anything new. I try to lead a very simple life. I am not a consumer of anything. And I much prefer sleeping on somebody's floor than in a motel room.
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Remember: if you take bivouac equipment along, you will bivouac.
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I'm the company philosopher and the burr in the saddle. I'm the one who says we need to try harder, improve the quality of our products, become a part of the political process, help elect people who are good for the environment.
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Hiring people with diverse backgrounds brings in a flexibility of thought and openness to new ways of doing things, as opposed to hiring clones from business schools who have been taught a codified way of doing business.
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Nature doesn't like empires. It doesn't like accumulation in one place, it doesn't like monoculture. It's always trying to make diverse species. It wants to spread everything out. And we're constantly trying to hold everything in.
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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.
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The goal of climbing big, dangerous mountains should be to attain some sort of spiritual and personal growth, but this won't happen if you compromise away the entire process.