Quotes About CEO

The question was, in a sense, at Princeton Review, how much value was I adding as a public company CEO. I was adding less than other people might've... I think you want to move on when you've given your best work and then feel that you're not going to add as much value moving forward.

Each segment of the worm is directly reproduced as a whole worm, just as each cell of the American CEO can produce a new CEO.

If Mr. Trump wants to work with us to make sure that trade works for the American worker, not just CEOs of corporate America, you have got a partner, partner.

I am fairly average in my expenses as a person in a technical line/CEO of work.

Because one of the main jobs of a CEO is to set the vision and strategy for the company, I'm a big believer in making one of the founders the default CEO.

You won't find a CEO who doesn't talk about a 'powerful culture' as a source of competitive advantage. At the same time, you'd be hard-pressed to find a CEO who has much of a clue about the strength of that culture.

I do believe I have certain strengths as a female CEO, such as having another level of awareness through emotional intelligence.

Two decades of experience as an entrepreneur and CEO has informed my view that our priorities must stress improving educational outcomes, rebuilding America's infrastructure, lowering health care costs, addressing climate change, reforming immigration, and ushering in an advanced energy economy.

I think, you know, a fellow CEO said to me that the interesting thing about being CEO that's really striking is that you have very few decisions that you need to make, and you need to make them absolutely perfectly.

We ought to start running the government like a private-sector business. I have that ability as CEO of our companies. I have line item vetoes, and if I didn't, we'd probably be out of business by now.

We must do better for our people by implementing a robust jobs agenda that prioritizes workers - not out-of-state corporations and CEOs.

Taking the time to identify and infuse values certainly does affect outcomes and is one of the most important things to get right as the CEO.

I took on the role of CEO, which involves directing the Management Team and overall day-to-day operations of 500.

Regardless of age, regardless of position, regardless of the business we happen to be in, all of us need to understand the importance of branding. We are CEOs of our own companies: Me, Inc. To be in business today, our most important job is to be head marketer for the brand called You.

Joseph L. Bower's The CEO Within, which argued for choosing leaders inside the company to serve as CEO. According to Bower, you wanted a special kind of insider: someone who intimately understood the company and its operations, but who could also maintain a sense of distance and understand what about the company needed to change—an outsider's perspective from someone on the inside.

My interviews also imparted a sense to the interviewees of how significant the new job was to the company. When the CEO and global HR leader each take an hour to talk to you about a job you're interviewing for, that says something

My first and most enduring challenge as CEO was to dramatically improve the quality of both our individual thinking and our group discussions.

The lure of starting big is pervasive. For many organizations, it's so hard to get an innovation through all the approval processes that there simply isn't the energy to bring more than one idea to market. Sometimes, a CEO decides that he has an insight, and the whole organization mobilizes behind that one idea, rather than place several smaller bets. But it's crucial to Start Small.

Hearing a client say 'The CEO was quite impressed with your design concepts' could never compare with the intense pleasure Grace felt hearing a four-year-old say 'I laughed until forever!

Vanguard never would have happened if I hadn't been fired as CEO of Wellington Management Company, the firm that did the investing for the Wellington fund and eight sister funds.

The one thing I have learned as a CEO is that leadership at various levels is vastly different. When I was leading a function or a business, there were certain demands and requirements to be a leader. As you move up the organization, the requirements for leading that organization don't grow vertically; they grow exponentially.

I think about culture and values as curbs on a highway. When the curbs are high enough, a vehicle can veer to the left or right, but the curbs keep the car on the road. It is the CEO's job to build those curbs as high as possible.

You don't think, when you start a company as the founding CEO, that if your venture actually works, you end up with three jobs: founder, CEO, and chair of the board. The first eight years at Bonobos, I have learned a lot about the tension between the first two. It didn't even occur to me that I had the third job until much later.

When an organization starts hemorrhaging talent, CEOs and boards of directors want to know why. If the boss gets blamed for the brain drain and is ultimately removed, it means relief for the employees still there and ex post facto vengeance for the former ones.