Quotes About Executives

In addition to executives, we can also include, for example, certain types of salesmen and lobbyists, for whom constant connection is their most valued currency.

When Roger Ailes said that NPR executives were 'the left wing of Nazism," he wasn't trying to tar NPR as evil in the eyes of the general public or the Congress, but to signal to others on his team that they owed NPR no courtesy or respect and had permission to be assholes about the organization. (209-10)

One of the symptoms of a losing streak is a turnover of top executives. It's a revolving door.

Regulators all meet with Goldman Sachs executives and employees day after day after day. They don't see the people who get tricked, the people who get cheated, the people who get fooled by the products that Goldman turns out.

You can no longer buy commodities at Merrill Lynch. My guess is many analysts and even executives are too young to know how profitable a hot commodities market can be. They will soon.

They are left alone to do as they please, provided of course that their results satisfy the executives.

Desks are to executives what souped-up Mitsubishi Colts with low-profile alloys, metal-flake paint jobs, and extra-loud, chrome-plated exhaust pipes are to chavs; they're a big swinging dick, the proxy they use to proclaim their sense of self-importance. If you want to understand an executive, you study his desk.

Your executives liking your show makes all the difference in the world. It's the difference between happiness and misery.

Executives in Hollywood are missing a lot because they don't want to watch other cultures.

For the label to grow, it has to have great executives who understand the culture, understand the mission, and can lead. I don't want to be part of every decision.

Most discussions of decision making assume that only senior executives make decisions or that only senior executives' decisions matter. This is a dangerous mistake.

All I wanted and all Neal wanted and all anybody wanted was some kind of penetration into the heart of things where, like in a womb, we could curl up and sleep the ecstatic sleep that Burroughs was experiencing with a good big mainline shot of M. and advertising executives in NY were experiencing with twelve Scotch & Sodas in Stouffers before they made the drunkard's train to Westchester---but without hangovers.

I think the executives have matured enough so that they recognize that we have a two-party system. In California, we have more than a two-party system.

It takes a while for executives to understand that every company is a spatial company, fundamentally: where are our assets, where are our customers, where are our sales. But when they get it, they light up and say, 'I want to get the geographic advantage.'

I've always loved and enjoyed the theatre, but I have to say that none of our sponsorships have been done because I'm one of those chairmen and chief executives who goes gooey-eyed about something. They are done for a very specific marketing and commercial agenda.

In this day and age, love is temporary and marriage is unnatural--the product of Madison Avenue advertising executives and television producers.

I am a man of parliament, a man of the people. I am not a representative of the executives.

Executives might make the final decisions about what would be produced, but engineers would provide most of the ideas for new products. After all, engineers were the people who really knew the state of the art and who were therefore best equipped to prophesy changes in it.

CEOs, on average, have the lowest EQ scores in the workplace.

American executives averaged 15 points lower than Chinese executives in self-management and relationship management.

How much do companies use buybacks to fool shareholders and the markets about the actual health and prospects of their companies? How much do executives, each being paid with stock and options worth millions and sometimes hundreds of millions, use buybacks simply to enrich themselves?

A eureka moment. It suddenly struck Mintz as so obvious. The executives entrusted with reviewing all of the LJM transactions- Causey, Buy, the board- approached their duties casually, giving everything just the onceover. They seemed to figure that somebody else was doing the tough analysis. But no one was. p.389

I lecture all over the world. I lecture to medical doctors, lawyers and colleges. I have spoken to a whole group of millionaires, head executives at Microsoft. Boy did I chew those guys out.

Picture a company that pays its workers the bare minimum, and refuses them health insurance, paid vacation time, and other benefits. Its executives wish for profits, but lasting success cannot be built on the backs of discontented, disloyal, overworked, underproductive employees.