Quotes About CEO

For me, if I knew that I wanted to be a CEO and I set that final destination right up front, that helped me develop a career track.

The industry has to learn how to do CEO succession well. If your definition of success is Intel or Microsoft or HP or IBM, that's not a good track record, and yet they are the most successful ones.

As the founder and former chief executive of two publicly traded companies, I have had a great deal of exposure to how debt markets work.

I've signed many documents as president and CEO as required by law. I signed every single document that we were required to file - every single one of them.

I found myself in a meeting on my 13th birthday, which I really had no idea the enormity of, but I was in a meeting with the CEO of Atlantic Records, who sort of signed me right then and there as I was playing guitar for him.

As a CEO, I had significant exposure to private equity, enough that I had in no way bought into the media's caricature: rapacious privateers who destroy companies.

At least half the job of CEO is communication - because of human nature. People fear what they don't know. If the board wasn't hearing that things were going well, they assumed that things must be going badly.

The companies I was looking for all operated on what you might call human scale, that is, a size at which it's still possible for an individual to be acquainted with everyone else in the organization, still possible for the CEO to meet with new hires, still possible for employees to feel closely connected to the rest of the company. That was not accidental, either. On the contrary, scale played an important role in their approach to business.

It's the tale of how one gifted child grew into an extraordinarily driven and versatile CEO and how he, his family, and his colleagues bet heavily on a revolutionary network called the Internet, and on the grandiose vision of a single store that sells everything.

The most important thing is, Do you have the courage to admit that you're wrong? And do you change? The most important thing to me as a CEO is that we keep the courage.

You're doing a major merger, you got to hope you didn't get it wrong. That's the view of any CEO.

I will probably get creamed for saying this, but as a CEO, I've felt a little scared to talk about diversity and inclusion - not because I don't want a more diverse team, but because I've been afraid to use the wrong language or say the wrong thing. My guess is that this is a common sentiment among many CEOs in tech. That fear will crush you.

While they're in WWE, we absolutely have a health and wellness policy. I'll probably always say 'we,' even though I've resigned as the CEO. It's kind of hard to break a 30-year habit.

Yahoo is a great company, and anyone should be proud to be CEO.

Learn computer science. It's extraordinarily helpful. I like recommending learning economics as well so they think in terms of business, they have rational frameworks for looking at the world, but yeah, computer science is an amazing way to get into, even if you want to be CEO, having a tech background is helpful.

I think of a traditional CEO as being divorced from customers. A lot of consumer company CEOs - they're not really interacting with consumers.

I became CEO at the beginning of the hit on old economy stocks. When something like that occurs in your first six months as a CEO of a more traditional branded firm, it makes for a fast learning curve.

I want to transform state government. What it takes is a strong CEO type... a leader who can drive things.

CEOs resign when the internal dynamics of the company and the external dynamics of the company actually come together to say it is appropriate. When the internal dynamics ask you whether you have a replacement. I think the transition from CEOships have also become cartoonish.

So this smart, overpaid, sassy dude goes into his first major meeting with our then-CEO, Mark. He spends a fair amount of time shitting on the efforts of the corporation to date, and making a lot of noises about revamping the entire landscape and not with a spade and shovel, either, no, with some very heavy machinery. In the process, he evinces almost no particular knowledge of our company, and also manages to poop on the parades of everyone sitting around the table, including Mark's.

I believe the principles of structural revolution are the same," Lou Gerstner pointed out in the middle of his positive transformation of IBM. "First, it takes personal commitment on the part of the CEO. This is not a job you can delegate. Second, it takes a willingness to confront and expel the people and the organizations that are throwing up roadblocks to the changes you consider critical.

When you visit a Danish company and can't tell the CEO from the office clerk, that's Viking egalitarianism at work.

The real agency problem resides in the C-suite of ad agencies, and it is to the C-suite that we must turn to find leadership for the required changes. This won't happen unless agency CEOs finally admit that poor pricing is the fundamental problem that must be solved. Agency CEOs have the responsibility to solve the price problem. It's time to get started.

The first day after the merger, Brad got a call from a worried female employee, who whispered, "There is a guy in here with suspenders walking around with a baseball bat in his hands, taking swings." That turned out to be Carlin's CEO, Jeremy Frommer, who, whatever else he was, was not RBC nice. One of Frommer's signature poses was feet up on his desk, baseball bat swinging wildly over his head while some poor shoeshine guy tried to polish his shoes.