Larry Brilliant
Larry Brilliant
Lawrence "Larry" Brilliantis an American physician, epidemiologist, technologist, author, and the former director of Google's philanthropic arm Google.org. Brilliant, a technology patent holder, has been CEO of two public companies and other venture backed start- ups. From 1973 to 1976, he participated in the successful World Health Organizationsmallpox eradication program. In April 2009, he was chosen to oversee the "Skoll Global Threats Fund" established by eBay co-founder Jeff Skoll...
NationalityAmerican
ProfessionActivist
Date of Birth5 May 1944
CountryUnited States of America
indian left less people politics realize
I had been a radical, a left-wing politico, and meeting the Indian people made me realize that the politics of the left and the right were so much less important than the politics of the heart and the spirit.
change climate dealing face issues rapid suited
Many of the issues we face in dealing with rapid climate change are well suited to an engineering mind.
batting fire means percent tried
If I have a 100 percent batting average, you should fire me, because it means we haven't tried anything really noble.
finite life transcend
The point of life is to transcend the smallness of the finite self by identifying with things that last.
Global warming is something that happens to all of us, all at once.
integrity mistake mean
Google's a strange place. When I met Eric Schmidt, he said, "If you are kind to everybody, then you will make good decisions because people will give you good information, and if you are truthful to everybody, they will be truthful to you." That's what's different about Google. They screw up and make mistakes, but they genuinely mean the good stuff about "don't be evil."
mean people google
One percent of the equity, 1 percent of the profits, and 1 percent of the people go into Google.org. The most important asset isn't money, it's people. One percent of the people means 60 or 70 of the smartest people in the world trying to solve some of the biggest problems in the world.
spiritual religious interesting
If you don't put the spiritual and religious dimension into our political conversation, you won't be asking the really big and important question. If you don't bring in values and religion, you'll be asking superficial questions. What is life all about? What is our relationship to God? These are the important questions. What is our obligation to one another and community? If we don't ask those questions, the residual questions that we're asking aren't as interesting.
jobs character steel
The defining character of Steve Jobs isn't his genius, it isn't his talent, it isn't his success. It's his love. That's why crowds came to see him. You could feel that. It sounds ridiculous to talk about love when you are making a gadget. But Steve loved his work, he loved the products he produced, and it was palpable. He communicated that love through bits of steel and plastic.
people global-warming far-away
This is not something that happens far away to people that we don't know. Global warming is something that happens to all of us, all at once.
guru feels great-things
The great thing about gurus is not that they make you feel everybody's love. It's that they make you feel that you can love everybody.
heart wings people
Life didn't just happen to them. They experienced life at a deeper level than I had ever experienced it. I had been a radical, a left-wing politico, and meeting the Indian people made me realize that the politics of the left and the right were so much less important than the politics of the heart and the spirit.
world judgment superficial
If you are constantly making judgments based on superficial affiliations, your world gets to be pretty small.
business thinking obvious-things
If there's a big problem and you've got the right people with you, usually the answer emerges and you do what's the obvious thing to do. I don't think of myself as some great manager or great leader. I've been very lucky to be in the positions that I've been in. I meet a lot of people and I've grown a lot of companies, and I meet a lot of CEOs at big enterprises. I'm always so surprised at how much they seem to know. It doesn't always seem to be correlated to how well they actually do.