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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.
In a corporation, there can only be one guy in the end: the CEO.
To build a great company, which is a CEO's job, sometimes you have to stand up against conventional wisdom.
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.
When you're CEO, you have to have two conditions: first, shareholders need to trust you and want you to head your company. The second is that you need to feel the motivation to do the job. So, as long as both are reunited, you continue to do the job.
When I became CEO of Xerox 10 years ago, the company's situation was dire. Debt was mounting, the stock sinking and bankers were calling. People urged me to declare bankruptcy, but I felt personally responsible for tens of thousands of employees.
Anne M. Mulcahy
When a politician bends the truth or a CEO breaks a promise, trust takes a beating.
If I was President of the United States, I'd rather be right than interesting. If I was CEO of a company, I'd rather be right than interesting. But I'm a journalist - what journalist would rather be right than interesting?
In life, you don't have a level of confrontation and the nonsense you run into when you're a CEO. CEOs aren't born.
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.
A critical question to ask when bringing in a new CEO to take the reins of a company you started is: Do you want someone who will maintain company culture or reinvent it?
There are a lot of things about having money that are perceived to be cool but that aren't. Maybe if you're a CEO jerk who likes going coast to coast by himself in a G4, then that's fine. But that's not me. And it never will be.
Professional societies are sooner or later fractured by the ego of their leaders. Everyone wants to be president, chairman, CEO; no one wants to be a mere follower.
F. Sionil Jose
You won't find a CEO who doesn't talk about a 'powerful culture' as a source of competitive advantage. At the same time, you'd be hard-pressed to find a CEO who has much of a clue about the strength of that culture.
I think if there's any difference between me and a traditional CEO, it's that I've been unwilling to change myself or shape my personality around what's expected.
I was an All-American in wrestling in high school, was National Champion in Chinese kickboxing in 1999 and have spent a lot of time around professional athletes, which includes my eight-plus years as CEO of a sports nutrition company.
Board meetings should not be for the benefit of the board. They should be for the benefit of the CEO and the senior team.
We're living under the Obama economy. Any CEO in America with a record like this after three years on the job would be graciously shown the door. This president blames the managers instead. He blames the folks on the shop floor. He blames the weather.
The one thing I have learned as a CEO is that leadership at various levels is vastly different. When I was leading a function or a business, there were certain demands and requirements to be a leader. As you move up the organization, the requirements for leading that organization don't grow vertically; they grow exponentially.
I'm so glad I didn't become a doctor, because I do more than any doctor can do. I am an administrator, a CEO, doctor, psychiatrist, an activist, a campaign funder. I think I did well.
A. P. J. Abdul Kalam
Martin Luther King, Jr.
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