Quotes About CEO

The bedrock challenge for directors, nevertheless, remains constant: Find and retain a talented CEO — possessing integrity, for sure — who will be devoted to the company for his/her business lifetime. Often, that task is hard. When directors get it right, though, they need to do little else. But when they mess it up, . . . . . .

A CEO's behavior has a huge impact on managers down the line: If it's clear to them that shareholders' interests are paramount to him, they will, with few exceptions, also embrace that way of thinking.

To make matters worse, the CEO was wearing a red clown's nose made of foam. It was the UK's Comic Relief Day, a nationwide fund-raiser where everyone wears red clown noses to raise money for charity. The rejection seemed like a bad joke indeed.

I think if there's any difference between me and a traditional CEO, it's that I've been unwilling to change myself or shape my personality around what's expected.

People ask my mother whether she had any idea that I'd be CEO of a company some day, and she would say, 'Absolutely not. Totally out of the realm of possibility.' There was certainly nothing that would have been very predictable in my upbringing.

A lot of people thought Steve Jobs was a CEO of Apple but he never was until he came back to Apple in 1997.

One of the first acts during the second coming of Steve Jobs as CEO in 1997 was a major board overhaul.

We're very much focused on full shareholder-value return. We have to get our stock moving. But I won't do something in the short run that I don't feel is right for the long run. That, I've watched many CEOs do.

The stock market has an insidious effect on C.E.O.s' moods, because of its impact not just on their companies but on their own bank accounts.

By far the most difficult skill I learned as a C.E.O. was the ability to manage my own psychology. Organizational design, process design, metrics, hiring and firing were all relatively straightforward skills to master compared with keeping my mind in check.

As you would expect, I come from a business background, and the idea that a finance director would be somewhat not working closely with the CEO of a company is very strange to anyone in the business world.

I am the CEO of HCL Corporation, and, of course, a large part of my time does get spent in HCL Corporation, whether it is in actively managing our investments or perhaps even the governance and accountability and really seeing the strategic direction forward for HCL Corporation.

Marc Andreessen (here) long ago referred to the above double-/triple-threat concept, citing Scott's writing, as "even the secret formula to becoming a CEO. All successful CEOs are like this." He reiterated that you could also cultivate this in school by getting unusual combinations of degrees, like engineering + MBA, law degree + MBA, or undergrad physics + economics.

He is now the CEO of ChefSteps, based above Pike Place Market in Seattle, Washington.

I manage to go jobless until three months after graduation, when I pull out my trump card and send one start-up CEO 32 consecutive e-mails. He finally gives in and puts me in sales.

The success, or failure, of a CEO to implement AI throughout the organization will depend on them hiring a leader to build an organization to do this. In some companies, CIOs or chief data officers are playing this role.

If you look at any normal organization, the CEO is the person with the highest E.Q. The person with the highest IQ is often in the back room running the financials or the operations. That's topsy turvy.

Los CEO son contratados por su capacidad intelectual y su experiencia comercial y despedidos por su falta de inteligencia emocional».

Being a CEO still means sitting across the table from big institutional investors and showing your leadership and having them believe in you.

Am I as experienced, or mature, or smart as others CEOs? No probably not, but there's something, I think, very useful about having a founder as the CEO.

When I was CEO, and I'd listen to music, a lot of people listen to music and you get inspiration from it. And a lot of things in hip hop are very instructive for being in business. Particularly, hip hop is a lot about business, and so it was very useful for me in any job.

Social lets consumers talk about the products. You may pay your way onto the Facebook feed, but after that, it's conversations by the users. That's not sufficient because it leaves out what is possible for employees to talk, for R&D to talk, or the CEO to talk.

There are certainly valid reasons for taking a company private, and it's also possible that C.E.O.s perform better when monitored by a small number of owners in a private company rather than by the dispersed and often uninterested shareholders of a public corporation.

If I'm in my position at a company, I may not have the knowledge of the C.E.O., I may not know what's possible, or I may not have the creativity, but if I can identify a problem, that's a valuable thing.