It's very stressful being the No. 1 player in the world. You're in the limelight a lot. You've got more things to do when you get to tournaments, more things to do off weeks. But I wouldn't change it in any way because this is exactly where I want to be. I want to try and stay here as long as I can while I can because nothing beats this feeling.

I've got to come into the day enjoying myself and go from there.

I think the stress of being No. 1 in the world is more of a motivating factor for me just because I don't want to lose it.

To be able to know that I can push myself a little further than you think you can was so important. And that it's a mental barrier more than anything. You can break through it.

It's O.K. to fail. Just keep putting yourself there. Once I started saying that and really believing that, over time, it just gradually gave me confidence.

This is a great thing, to make a living as a professional golfer, isn't it?

It's like Jordan Spieth and Rory McIlroy had a baby, and I was it. I've got Rory's length, and I'm hoping that I've got Jordan's touch.

It really is amazing that some days you'll come out and you'll feel like you can beat anyone, and then some days you come out and you've got no confidence in the world, and you can't break an egg with a hammer.

I have to work harder than what I am now to make sure that I stay on top of this and stay on top of the world and be competitive in major championships.

I need to get better with my 3-wood and hybrid. Those are the clubs I missed the majority of my fairways with.

I'm still trying to be No. 1 in the world, like everyone else is out there.

I have always practiced by myself. It's just because that is when I can do the most work, the most efficient work, is when I am by myself, and I think I just find a little bit of peace when it comes to being able to be out here on the golf course, and you are just you and yourself and your thoughts.

I did play other sports growing up. I played cricket and all those other things, but I was just so much more talented in golf, and that's all I wanted to do.

Sometimes I play for the media, sometimes for the fans, sometimes for my sponsors, and sometimes it's for my family. Really, I play for everyone.

I want to be able to be looked back on and know that he was one of the greats in the game.

I've always felt very confident in my ability.

I absolutely love my son and family - they are my life and always come first.

I've been one of those people that hold on to a little bit more stress than others. People take certain situations a little bit differently.

When I've been playing my best golf, I feel like everything's so slow.

My wife wants four kids, and obviously if we're having four kids, I need to make sure that the priority is family first.

Golf is a very, very frustrating game.

I had a very boring life, which is fine. I like being boring.

It's okay to dream big.

Entrepreneurs love to view risk as binary. The more you put on the line, the greater the potential for reward.

Meetings should be like salt - a spice sprinkled carefully to enhance a dish, not poured recklessly over every forkful. Too much salt destroys a dish. Too many meetings destroy morale and motivation.

If working remotely is such a great idea, why isn't everyone doing it? I think it's because we've been bred on the idea that work happens from 9 to 5, in offices and cubicles. It's no wonder that most who are employed inside that model haven't considered other options, or resist the idea that it could be any different. But it can.

Great people want to work on things that matter. Inevitably, a great person working on imaginary work will turn into an unsatisfied person.

Whenever you need something from someone else before you can move forward, it's a dependency. We believe dependencies slow people down. We want people to be more independent, because that will keep them moving forward.

That's the great irony of allowing passionate people to work from home. A manager's natural instinct is to worry that her workers aren't getting enough work done. But the real threat is that they will wind up working too hard. And because the manager isn't sitting across from her worker anymore, she can't look in the person's eyes and see burnout.

One of the secret benefits of using remote workers is that the work itself becomes the yardstick to judge someone's performance.

The risk of relying on a handful of customers is not just financial. Your product also is at risk when you're at the mercy of a few big spenders. When any one customer pays you significantly more than the others, your product inevitably ends up catering mostly to that customer's specific needs.

We like to bully deadlines. Pick on them; make fun of them; even spit on them sometimes. But what a terrible thing to do. Deadlines are actually our best friends.

A lot of people relate leadership to formalities. They believe that leadership is about being professional and strong and always right and being a booming voice. I just don't buy that. I think that leadership is a soft skill; it's a people skill.

You have to live with your decisions every day. Why live with one you're uneasy with? 'Because it'll make you money' is a common reply. But I don't think that's good enough.

Sustained exhaustion is not a rite of passage. It's a mark of stupidity.

It's like, the front door of the office is like a Cuisinart, and you walk in, and your day is shredded to bits because you have 15 minutes here, 30 minutes there, and something else happens, you're pulled off your work, then you have 20 minutes, then it's lunch, then you have something else to do.

Selling to small businesses and selling to enterprises take two very different approaches with two very different kinds of people.

It's incredibly hard to get meaningful work done when your workday has been shredded into work moments.

It feels good to be productive.

A large user base helps shield us from things we can't control. You can spend years catering to a major corporation, for example, only to see your contact there move on.

Practice quality, and you get better at quality. But quality takes time, so by working solely on quality, you end up losing something else that's important - speed.

If you ask people where they go when they really need to get work done, very few will respond 'the office.' If they do say the office, they'll include a qualifier such as 'super-early in the morning before anyone gets in,' or 'I stay late at night after everyone's left,' or 'I sneak in on the weekend.'

The owner of a company with supertight margins - say, a restaurant, retailer, or producer of commodity goods - would be a fool not to keep a close eye on the numbers. But when I make big decisions, numbers are seldom, if ever, the tiebreaker.

When time, money, and results are on the line, it's easy for tension to build.

I think that sleep and work are very closely related - not because you can work while you're sleeping and sleep while you're working. That's not really what I mean. I'm talking specifically about the fact that sleep and work are phase-based, or stage-based, events.

It may be irrational, but if you're local, the client often feels that, if worse comes to worst, they can knock on your door. They 'know where you live.' But when you're remote, they're going to be more suspicious when phone calls go unreturned or emails keep getting 'lost.' Stay on top of communications, and you'll reap the benefits.

I think what really people want is just a few things done really, really well. And if you think about ever day of your life, the things you really appreciate aren't the complicated things. They're the simple things that work just the way you expect them to.

Deadlines are great for customers because having one means they get a product, not just a promise that someday they'll get a product.

Respect the work that you've never done before.

When you can't see someone all day long, the only thing you have to evaluate is the work. A lot of the petty evaluation stats just melt away.