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Ellen Sirleaf
Nobel Prize for Peace
I had already invested a lot of my life in challenging. I had challenged the Doe regime. To a certain extent I even challenged the Tolbert regime, which I was a part of. So taking on Taylor was like carrying on an unfinished business. The unfinished business was really to be able to get the dictators out of the country. To get into a system where people had a choice. To start the process of reconstruction and renewal -- a process that is just starting now, but with a legacy that is very, very difficult. With violence implanted into the value system, and lawlessness being a part, it's difficult, but it's a process that we had to embark on. And even though making that transition is difficult, and going to be difficult, but it's the only way to move the country on to the right track, the track that we're beginning to move along.
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Ellen Sirleaf
Nobel Prize for Peace
Ellen Johnson Sirleaf: I've never reached the point of hopelessness where I felt I wouldn't survive. I've reached many points of disappointments. After the 1997 elections, for example, after all the effort we made and the results that were announced. "It's an impossible task. We're dealing with a warlord who has immense power, who has the support." The first thing one gets is, "Forget it. Give it up. Go back into international professional life." It took a little bit of resolve and reflection to say, "You can't give up. You've got to stay the course and suffer the consequences, the indignities and the difficulties." But I think that was a low point, right after those elections when everything just seemed like an exercise in futility.
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Carlos Slim
Financier and Philanthropist
I think it is not instinct. It's experience that you can learn, because it's not done only by me. It's all the team, and the organization is very big. We have nearly 200,000 people working in the group, and we have a lot of young men doing these kinds of jobs. That takes basic rules of management to do that, no? You read a lot of books -- how they do, what they do bad, what they do good, the conglomerates of the '60s, the way they managed. The biographies of some people and what they do, and you can take the good things from them. Not everything, no. And the experience -- you can, I think, have experience from the failures of others and your failures, no? And what we do when we are managing business is that we all need to take decisions, but we try to do small mistakes. We are very, very open to small mistakes. A big mistake is very dangerous. A very big mistake is bad, but small mistakes make the people trained, and they learn how to take decisions and move ahead.
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Carlos Slim
Financier and Philanthropist
Carlos Slim: That's important to know the balance sheets, but also it's clear that some things will change. You know, a country that has a problem with prices -- after a devaluation, prices are very down, very low, they need to come back to have investments. There is an overshoot of the currency and some other conditions, and we have done when -- we are very clear that we are not speculators or investors in a short term. We are looking for a long-term plan. We don't worry about what is happening because there is a crisis today, like it was in '95 crisis. We invest more. It's a better moment to invest because you find many things, many opportunities of people that want to get out.
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Carlos Slim
Financier and Philanthropist
When you are worried about the organization, actually you are taking care of the interest of the investors. You are worried if there is something bad in the price, or the value of the company, because you are doing the wrong things. But if you're doing the right things, and the markets move up and down, you worry what to do about things. Not to worry to make things happen in the short term, but in the long term, no? And when you are doing the right things, the value will be there. It will come.
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