Quote of the Day
Public hangings are teaching moments. Every company has to do it. A teaching moment is worth a thousand CEO speeches. CEOs can talk and blab each day about culture, but the employees all know who the jerks are. They could name the jerks for you. It's just cultural. People just don't want to do it.
Every time you make the hard, correct decision you become a bit more courageous, and every time you make the easy, wrong decision you become a bit more cowardly. If you are CEO, these choices will lead to a courageous or cowardly company.
There are pros and cons of experience. A con is that you can't look at the business with a fresh pair of eyes and as objectively as if you were a new CEO. Fire yourself on a Friday night and come in on Monday morning as if a search firm put you there as a turn-around leader. Can you be objective and make the bold change?
The real damper on employee engagement is the soggy, cold blanket of centralized authority. In most companies, power cascades downwards from the CEO. Not only are employees disenfranchised from most policy decisions, they lack even the power to rebel against egocentric and tyrannical supervisors.
I never set out to be CEO. I always set out to be a good team member, a good colleague.
I'm the CEO of A$AP Worldwide. But as you can see, when I'm with them, everybody's equal. We don't really base our love off of finances or who's superior by financial status. We're all equal. When I'm with them, I'm letting them shine 'cause it's just like how it used to be. They still there. I'm just chilling out front.
The path to the CEO's office should not be through the CFO's office, and it should not be through the marketing department. It needs to be through engineering and design.
Just imagine how fast, innovative and excellent your business will be once every single teammate - from the janitor to the executive - begins to see themselves as the CEO of their own area of responsibility.
Robin S. Sharma
To build a great company, which is a CEO's job, sometimes you have to stand up against conventional wisdom.
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.
Robin S. Sharma
The only thing worse than a coach or CEO who doesn't care about his people is one who pretends to care. People can spot a phony every time.
If you ask the CEO of some major corporation what he does, he will say, in all honesty, that he is slaving 20 hours a day to provide his customers with the best goods or services he can and creating the best possible working conditions for his employees.
Every citizen of this country should be guaranteed that their vote matters, that their vote is counted, and that in the voting booth, their vote has a much weight as that of any CEO, any member of Congress, or any President.
In a corporation, there can only be one guy in the end: the CEO.
I was forced to be an artist and a CEO from the beginning, so I was forced to be like a businessman because when I was trying to get a record deal, it was so hard to get a record deal on my own that it was either give up or create my own company.
Imagine if someone like John Lennon or Bob Marley, Sid Vicious, Picasso, whomever, were doing their work, and some corporation, some CEO, some branding entity was saying to you, 'Well, you can do that, but you've got to remove this aspect of your work.' There would no longer be that purity anymore.
Any enterprise CEO really ought to be able to ask a question that involves connecting data across the organization, be able to run a company effectively, and especially to be able to respond to unexpected events. Most organizations are missing this ability to connect all the data together.
If you want a CEO role, you have to prepare for it with a vengeance.
Talking about Apple v. Microsoft without mentioning the Internet and the browser is like talking about WWII without talking about the nuke. Framing the conversation just in terms of open v. closed operating systems, the quality of the hardware or software or who the CEO was, is silly.
If you're the cashier at Burger King, of course you make less than the manager or even the CEO. The issue is whether you're stuck being a cashier for the rest of your life.
Talent is the No. 1 priority for a CEO. You think it's about vision and strategy, but you have to get the right people first.
I don't hold myself out as a role model. I don't believe that everyone should make the same choices; that everyone has to want to be a CEO, or everyone should want to be a work-at-home mother. I want everyone to be able to choose. But I want us to be able to choose unencumbered by gender choosing for us.
As the CEO, I have to take care of the short term, mid term and the long term.
American culture is CEO obsessed. We celebrate the hard-charging heroes and mythologize the iconoclastic visionaries. Those people are important.
Remember when those CD-ROMs from AOL came in the mail almost every day? The company was considered ubiquitous, invincible. Former AOL CEO Steve Case was no less a genius than Mark Zuckerberg.
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