Quotes About CEOs

Our model is very, very different to LinkedIn. We only deal with very small companies. We don't have any support for recruiters. In fact, recruiters are not supposed to be on AngelList Talent. It's a direct market where we connect CEOs and the founders and the head of products with their talent directly.

A lot of deals are done or not done because chief executives are not fully aligned to shareholders.

When I dine with CEOs at Michael's in New York or Spago in L.A., we score the best tables. On my own, I wind up seated near the kitchen doors.

also learned from my losing silver investment that when the interests of the salesmen and promoters differ from those of the client, the client had better look out for himself. This is the well-known agency problem in economics, where the interest of the agents or managers don't coincide with those of the principals, or owners. Shareholders of companies that have been pillaged by self-serving CEOs and boards of directors are painfully familiar with this.

There's such a preoccupation with liquidity and such an unwillingness to invest beyond the horizon of the next quarter and making sure that the CEOs hit their quarterly earnings.

There's something to be said for CEOs' entering politics: In theory, they have management expertise and financial savvy. Then again, it didn't work so well with Dick Cheney.

The leverage Wall Street has to change the world is greater than technology. At a very young age, you're in the room with CEOs, making critical decisions. It should be exciting. It is exciting.

Certainly political capital-slash-celebrity attention, whatever you want to call it, certainly is part of the reason why I've been reaching out to CEOs. There's a lot of folks who probably would have taken a call from me before but are even more inclined now and are interested in what we're doing because of all the attention.

The real danger is not inaction. The real danger is when politicians and CEOs are making it look like action is happening when in fact nothing is being done.

Conflict is ubiquitous. Workplaces, homes, and communities are riddled with it. The trouble is, not nearly enough people understand what to do about it. The 2013 Executive Coaching Survey published by Stanford University, for example, reveals that company CEOs feel a greater need to improve their conflict management skills than skills of any other type.

It's pretty rare to have CEOs or high level executives at big companies who are social activists. They tend not to be drawn to those areas of life.

We are beginning to see a fundamental outrage at the whole interconnected mess of a system: at energy companies who record massive profits, yet allow pensioners to struggle to stay warm in winter; at CEOs who can earn up to a 1,000 times the salary of their average worker; and soon, any day now, at those politicians who allowed this to happen.

Since retiring from the FBI in 2007, I've traveled the world and worked with everyone from CEOs to their managers and everyday workers on how to apply techniques from hundreds of high-stakes, life-or-death negotiations to business negotiations.

Most female CEOs have been more understanding than their male counterparts, of the stress that new mothers experience to 'do it all,' which often means, 'all by themselves.' Why? They've been there. They understand the policies needed to keep women in the workforce.

Digital disruption has blurred industry lines. You have industry convergence. You have cross-industry platforms. And you have CEOs who are benchmarking the best, regardless of industry.

Visionary CEOs are not 'just' great at assuring world-class execution of a tested and successful business model: they are also world-class innovators.

CEOs are worried they're going to get fired any minute. They're worried about their portfolios.

Sometimes folks ask this question about giving to beggars and panhandlers with suspicion, speculating that homeless folks will just use their money for drugs or alcohol, which happens sometimes. But we don't always ask what CEOs are doing with our money when we give it to their companies, and they may also be buying drugs or pornography (or yachts) with our money! In

By the time of the '90s boom, CEOs had become superheroes, accorded celebrity treatment and followed with a kind of slavish scrutiny that Alfred P. Sloan could never have imagined.

Business confidence is one of the top concerns of CEOs in the latest Conference Board Report of 2009—earlier in the decade, it didn't even show up.

Diversity, I think, has become a real business imperative at the very top with CEOs who are facing massive disruption.

More often than not, CEOs are conflict-avoidant because their role is to define vision and strategy than it is to get into confrontations with negative and toxic people which they can't stand.

The CEOs of our small giants had all faced the same issue. One way or another, they had to keep their best people engaged and challenged or run the risk of losing them. In most cases, the answer had been a kind of controlled growth that preserved the company's culture while creating new opportunities for employees.

Steve Jobs was known for the clarity of his insights about what customers wanted, but he was also known for his volatility with coworkers. Apple's founder reportedly fired employees in the elevator and screamed at underperforming executives. Perhaps there is something endemic in the fast-paced technology business that causes this behavior, because such intensity is not exactly rare among its CEOs.