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At 25, I made many companies. I was thinking more like a businessman or entrepreneur than a CEO. I created many companies, small companies, medium companies. I tried to be involved in many kinds of activities, in finance, in real estate, in mining.
Learn computer science. It's extraordinarily helpful. I like recommending learning economics as well so they think in terms of business, they have rational frameworks for looking at the world, but yeah, computer science is an amazing way to get into, even if you want to be CEO, having a tech background is helpful.
I've been a comedian since I was fourteen. But I've never really been a CEO.
To be a CEO is a calling. You should not do it because it is a job. It is a calling, and you have got to be involved in it with your head, heart and hands. Your heart has got to be in the job; you got to love what you do; it consumes you. And if you are not willing to get into the CEO job that way, there is no point getting into it.
No CEO ever says, 'Damnit, we need to increase research!' I want to encourage them to do that.
In my experience as CEO, I found that the most important decisions tested my courage far more than my intelligence.
Everything ultimately becomes the CEO's problem, no matter where it starts. I can see why some CEOs crack under the pressure.
An approachable and authentic CEO is essential to fostering a high-performance, open communications culture.
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.
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.
By the time I stepped down as Xerox's CEO in 2009 - and as chairman in January 2010 - Xerox had become the vibrant, profitable and revitalized company that it still is today. What made the difference was a strong turnaround plan, dedicated people and a firm commitment from company leaders.
Anne M. Mulcahy
If you prosecute a CEO or other senior executive and send him or her to jail for committing a crime, the deterrent effect in my view vastly outweighs even the best compliance program you can put in place.
Jed S. Rakoff
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.
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 2000, when my partner Ben Horowitz was CEO of the first cloud computing company, Loudcloud, the cost of a customer running a basic Internet application was approximately $150,000 a month.
When I was president of the company, I said, 'Okay, I can do this - piece of cake.' Then when you are the CEO, the responsibilities multiply enormously because you worry about everything.
If you want a CEO role, you have to prepare for it with a vengeance.
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.
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.
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.
As the CEO, I have to take care of the short term, mid term and the long term.
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.
American culture is CEO obsessed. We celebrate the hard-charging heroes and mythologize the iconoclastic visionaries. Those people are important.
A. P. J. Abdul Kalam
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