Am willing to bet, no matter how old you are, it's probably unlikely in your lifetime, you've been influenced by someone named Nido. Up 'til now!

For 41 years, Nido Qubein has had a significant influence on my life. You'll soon see why.

Nido is a remarkable guy. He has emerged from a humble beginning, (as an immigrant to the United States), to become:

- an incredibly successful businessman, speaker and consultant to top companies in the world

- author of numerous books and learning-systems

- educator, current president of High Point University, known as "The Premier Life Skills University" and recognized by Princeton Review, as "The #1 Best-Run College in the Nation" and earning three #1 rankings in U.S. News & World Report's 2026 Best Colleges edition

- volunteer to countless organizations

- recipient of The Horatio Alger Award for Distinguished Americans and

- philanthropist, who embraces William Barclay's philosophy, "Always give without remembering; always receive without forgetting."

Others usually describe Nido as smart, suave, classy. He's all of those things. Yet, I also know him to be friendly, gracious, supportive and incredibly funny. I'm proud to call him a friend.

Jeff Blackman: Nido, you've chosen to invest one-third of your life in earning, one-third in learning, and one-third in serving. Why that ratio? And how do you make sure, you're extraordinarily successful in each?

Nido Qubein: The ratios are approximate. They serve as a reminder that life is about balance. That life is about both success and significance. That significance is about stewardship and impact.

JB: Tell us about your humble beginning...

NQ: My father died when I was six. My mother worked day and night to feed us, clothe us, and instill in us values for life and living. Her words ring in my ears all the time, "Who you spend time with, is who you become. What you choose, is what you get. To be great, walk hand in hand and side by side with great people."

I came to America with $50 and a big desire to make something of my life. I worked ten hours a day to pay for my education. Started my first business straight out of graduate school and built a thriving speaking/consulting business. 

Later I bought into a number of companies. Serve on the boards of major corporations and was chairman of Great Harvest Bread Company.

JB: As a boy, who were your mentors and what did they teach you?

NQ: My mother was my primary mentor. I apply her teaching every day. She taught me about building relational capital, about fiscal matters, about problem solving, and she had only a 4th grade education.

JB: What are the five or more, most important things you know about life and business?

NQ: That life is what you make it. Gratitude is the best attitude to nurture. Learning must be in a continuum. Fairness and justice above all. Think lifetime value of everything. Build equity in your business.

It isn't how you sell, but how you buy, that'll determine much of your profit. Be productive and efficient. Throw the box outside the window, be innovative.

JB: When you wake up each day, what do you want to accomplish?

NQ: I have a clear vision about my work and I diligently follow it strategically and tactically daily. Principally, I'm focused on doing good things, building solid relationships, executing methodically on my objectives.

JB: What stands in the way of most people's success?

NQ: Their mindset, beliefs and self-imposed limitations.

JB: How can one turn these obstacles into results?

NQ: Observe and learn from achievers. Read good books and listen/watch substantive content, with CDs, DVDs, online or podcasts. Set specific goals, work like crazy to accomplish them. Celebrate life.

JB: What's on the minds of business leaders you meet?
   
NQ: Leaders are focused on dealing with change. On competing in an ever-changing global marketplace. Surviving in turbulent economic times. Preparing for an uncertain future loaded with expectations from stakeholders of all kinds. And most importantly, on the need to grow and nurture their leadership team.

JB: How do you help leaders wrestle with these challenges?

NQ: Over the years I've been the confidant and consultant to many CEOs and others in top management. I always ask them to dwell on the positive. To identify the strengths they and their companies possess. To master the art of positing and the science of branding. And to manage their risks cautiously as they embark onto new ventures filled with both promise and fear.

JB: Why did you choose to become president of High Point University? (HPU is in High Point, North Carolina)

NQ: It's my undergrad alma mater. The board persuaded me to take over the leadership of this fine institution and transform it into an extraordinary academy of higher education.

We've invested hundreds of millions of dollars and doubled and tripled practically every meaningful measurement: academically, physically and reputationally.

JB: After graduation, what should your students take from the classroom and campus, to the community and business world?
   
NQ: Our students receive an extraordinary education, in a fun environment, with caring people. They enroll in my required class, President's Seminar on Life Skills, where they're exposed to skills on time management, fiscal literacy, communication and presentation skills, self esteem, entrepreneurship, etc.

They receive a holistic education at HPU and graduate armed to compete in a demanding and competitive marketplace. Our grads go on to do amazing things.

JB: What's the best business decision you ever made?

NQ: To invest in and help start a community bank in 1985. It was my best decision because all the numbers worked and a meager investment turned into a fortune!

JB: What's the biggest mistake you've ever made in business and what did you learn from it?

NQ: I invested in a real estate venture I didn't understand and with people I didn't fully know. The deal went sour and we were all sued for a lot!
   
Lesson: Know your partners really well over a long time and don't invest in stuff you don't fully understand.

JB: How do you help others "think" differently about their future?

NQ: I like to look at challenging issues from a ground zero perspective. Discovery is the name of the game. Ask a lot of questions. There's a difference between a person who learns and a person who learns how to learn. The latter is always growing.

JB: How does one create "transformational" business?

NQ: Transformational leaders are deeper thinkers with more lasting impact on their teams. Transactional leaders focus on tasks and short-term results.

Transformational leadership is encouraged, in a real world, by allowing people to explore options, take risks, judge consequences.

You mentor and guide your team to focus on meaningful transformation in the way they believe, they behave, and they measure results.

It's a process, not a program. It demands desire and determination. You reward people amply when they think and act transformationally.

To continue your transformation and gobble-up more of Nido's knowhow, please head to NidoQubein.

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