Quotes About Executives

Good executives, like all good leaders, must expect opposition when making decisions or when making or enforcing the law. But executives must engage those that disagree with them.

Most automakers develop multiple options for a single project. Then they present those options to a committee of executives who decide which one to go with. That takes a lot of time.

When ordering lunch, the big executives are just as indecisive as the rest of us.

I tend to be a bit of a proselytiser for the importance of royal courts, but all politics - in fact every form of human organisation, and this is something that's so dreadful for all those brought up in the 60s - naturally reverts to monarchy. Newspapers have editors, companies have chief executives.

The pay of many of our top executives in big hundred companies in the U.K. is outrageous and even obscene.

After my show and others like it began airing on TV, network executives started to see that there was a market for outrageous, over-the-top content.

Once you acquire the capacity to generate the power to make the impossible happen, it cannot be taken away from you. In fact, it increases over time. That is why executives and leaders must re-invent themselves before they can re-invent an organization, institution, or country effectively. Without the capacity to generate the power to make the impossible happen, how can they possibly succeed?

If this is so powerful, then why don't all executives create clarity in their organizations? Because many of them overemphasize the value of flexibility. Wanting their organizations to be "nimble," they hesitate to articulate their direction clearly, or do so in a less than thorough manner, thus giving themselves the deceptively dangerous luxury of changing plans in midstream.

Second, and this is certainly related, those executives don't see the company's reason for existing as having any practical implications for the way they make decisions and run the organization.

Now imagine if I were to ask a room full of executives which they enjoy more: meetings or movies? They would probably think I was joking. And yet, meetings should be more interesting than movies because they have more inherent potential for passion and engagement than movies do.

Meeting #3:The Monthly Strategic This is the most interesting and in many ways the most important type of meeting any team has. It is also the most fun. It is where executives wrestle with, analyze, debate, and decide upon critical issues (but only a few) that will affect the business in fundamental ways. Monthly Strategic meetings allow executives to dive into a given topic or two without the distractions of deadlines and tactical concerns.

when we fail to get clarity and alignment during meetings, we set in motion a colossal wave of human activity as executives and their direct reports scramble to figure out what everyone else is doing and why.

Every good organization specifies what it plans to achieve in a given period, and these goals, more than the financial metrics that they drive, make up the majority of near-term, controllable results. So, while profit may be the ultimate measure of results for a corporation, the goals and objectives that executives set for themselves along the way constitute a more representative example of the results it strives for as a team. Ultimately, these goals drive profit.

For all the talk about hiring for fit, there is still too much emphasis on technical skills and experience when it comes to interviewing and selection. And this happens at all levels. When push comes to shove, most executives get enamored with what candidates know and have done in their careers and allow those things to overshadow more important behavioral issues. They don't seem to buy into the notion that you can teach skill but not attitude.

This blindness occurs because what executives believe are small disconnects between themselves and their peers actually look like major rifts to people deeper in the organization.

and experienced executives than our competitors

Industry executives sacrificed art for what sells and mega-stars now saturate the market with the same tired lyrics.

I had found so far at Honeywell that executives and managers often made presentations far longer than necessary, overwhelming audience members with facts, figures, and commentary in an effort to preempt sharp, critical questioning.

La mayor diferencia entre los ejecutivos exitosos y los que fracasaron era la inteligencia emocional (Fernández-Aráoz, 2001).

Men of measured merriment! Damn the great executives, the men of measured merriment, damn the men with careful smiles, damn the men that run the shops, oh, damn their measured merriment, the men with measured merriment, oh, damn their measured merriment, and DAMN their careful smiles!

There are networks and executives who are willing to take risks on vastly different material, and as an actor, there are some really juicy roles to sink your teeth into.

Executives can no longer hide behind the corporate veil. They need to be accountable for what their companies do, because entities are responsible for socially irresponsible behavior.

The tendency for organizations to place too much value on people who seem smart and who talk a lot, and too little value on people who do smart things and get a lot of things done, is exacerbated by the way that MBAs and executives are taught and by the methods used in most management consulting firms.

Here I am, a struggling actor, and movie executives are saying to me, 'My son's not playing much. What can we do about that?' How do I tell someone I'm dying to work with, 'Your kid is kind of lazy?'