Quotes About CEO

You should never take financial advice from cartoonists, but let me tell you one thing that feels safe to share: If the CEO of a publicly traded company is routinely described as having a "reality distortion field"—as was the case with Steve Jobs—keep an eye on that company. That's a sign of a Master Persuader.

But business writers will recognize Trump's strategy as what I will call the new-CEO move. Smart CEOs try to create visible victories within days of taking the job, to set the tone. It's all about the psychology.

One corporate executive faced this spiritual crisis and went on a pilgrimage to Calcutta, India, to seek the advice of Mother Teresa. She spoke sharply with him. She told him to go back home to Wisconsin and be a good CEO so that his company might prosper and keep many people gainfully employed. "Bloom where you're planted," she told him, so that in Milwaukee the Missionaries of Charity would never find "the poorest of the poor.

He was now the CEO of Distance Communications, a hi-tech manufacturer of the electronic components for various weapons systems, part of that immense gray world of military contracting where billions were made and little was publicly known.

Planning for the end, then, is our next challenge—and opportunity. CHAPTER 5 Ponder Your Death A couple of years ago I was having lunch with an old friend, a CEO who is almost exactly my age.

Over time, many CEOs realize that being able to quickly and effectively confront conflict in their company is a leadership opportunity because people's respect often rises and falls on whether their leader deals with conflict head on or avoids dealing with it.

I just didn't want a boss. The minute you're a CEO, you have a pile of bosses, and you're working 7/24, and you're on everyone's radar all the time.

It's my experience at Fiat and, now, Fiat Chrysler Automobiles that when there is a very strong CEO, it's a good thing to be chairman.

I am wired like a CEO and care a great deal about the bottom line, but I care about my customers even more than that. That's always been my competitive advantage.

There are plenty of things I wish I'd known when I decided to quit my position at IBM and work on the idea that later became TaskRabbit. Maybe that's why one of the things I cherish most about being a founder and CEO is the opportunity to offer advice to new entrepreneurs.

I think having a visionary CEO is awesome, and visionary leadership is one thing, but you also need checks and balances on whether this company can withstand a very honest and critical look at itself.

A leadership culture is one where everyone thinks like an owner, a CEO or a managing director. It's one where everyone is entrepreneurial and proactive.

Nowadays you don't need to be a senator or a CEO or a celebrity to have a voice in the media, and if you happen to be a senator, a CEO or a celebrity, you have a thousand people each with their own respective audiences to hold you accountable.

After four and a half intense and wonderful years as CEO of Groupon, I've decided that I'd like to spend more time with my family. Just kidding - I was fired today.

Corporations are traditionally built around the CEO, with all his perks and power. The closer you get to being king/CEO, the more influence and power you have. The goal of the corporation is to enrich the king and to keep him in power. And then, recently, something happened.

Marketing is the act of telling stories about the things we make—stories that sell and stories that spread. Marketing elects presidents, and marketing raises money for charity. Marketing also determines if the CEO stays or goes (Carly Fiorina learned this the hard way). Most of all, marketing influences markets.

Congress, which was once thought to be the predominant branch of government because it supposedly stood "closer to the people," has been demoted to a position of power comparable to that of a corporate board. The latter tend to be creatures of the CEO rather than the independent supervisory power to which the CEO is theoretically responsible.

I think there's real value in having a founder CEO. Obviously, I'm biased, but I'm driven by a purpose and a mission and a vision, not just profits.

I used to think my job as a CEO meant managing metrics and meeting goals, but I've realised now that's it's about managing my board and employees.

I'm a complete globalist. I think like a global CEO. But I'm an American. I run an American company. But in order for GE to be successful in the coming years, I've gotta sell my products in every corner of the world.

I'm not a great manager; I try to be a great leader. And for me, that's been going through a process of not how to be a great CEO but how to be a great Evan, and that's really been the challenge.

I've been wondering for a while now if the CEO role is one that I want - and the one that I'm best at.

Lucy Kellaway's columns in the 'Financial Times' lend themselves to podcasts because they usually consist of her giving a brisk ticking off to some CEO or subversively wondering whether we're really as busy as we pretend we are.

I like the city. I like the concrete. I like big business. I like being a CEO of my own company and having a lot of responsibilities. At the same time, when I can go off with a backpack or off on a surfboard or even off on a run somewhere in the woods - that's where I'm really happy.