Quote of the Day
Michael Eisner let it be known last week that he had no intention of leaving the entertainment business once he steps down as CEO of Disney in October.
The United States is like a big company, and we need a CEO to run it.
David A. Siegel
The facts are the vice president's company that he was CEO of, that did business with sworn enemies of the United States, paid millions of dollars in fines for providing false financial information, it's under investigation for bribing foreign officials.
Everything ultimately becomes the CEO's problem, no matter where it starts. I can see why some CEOs crack under the pressure.
On Friday I was in Washington for a meeting with Administration officials. In the course of that meeting, they requested that I 'step aside' as CEO of GM, and so I have.
Compensation needs to be predominately performance-driven. If CEO compensation was performance-driven, which I believe it was in IBM's case, nobody would ever argue. If the shareholders didn't make billions and billions of dollars, I wouldn't make millions of dollars.
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.
When I was CEO, and I'd listen to music, a lot of people listen to music and you get inspiration from it. And a lot of things in hip hop are very instructive for being in business. Particularly, hip hop is a lot about business, and so it was very useful for me in any job.
I was an executive running a pretty substantial group before becoming CEO, and I had no idea what it was like. When something goes wrong, people say, 'It's all your fault.' Your reaction is, 'It's not my fault.' But what do you mean? I was the founder, I hired everybody in the company, I was managing it.
The thing that's confusing for investors is that founders don't know how to be CEO. I didn't know how to do the job when I was a CEO. Founder CEOs don't know how to be CEOs, but it doesn't mean they can't learn. The question is... can the founder learn that job and can they tolerate all mistakes they will make doing it?
We ought to start running the government like a private-sector business. I have that ability as CEO of our companies. I have line item vetoes, and if I didn't, we'd probably be out of business by now.
I wasn't one-hundred percent sure that Jenny Craig was going to be the right program for me, but I wanted to do something. So I sat down with the CEO of Jenny Craig, Patti Larchet.
I do not want to be a long-term CEO.
While they're in WWE, we absolutely have a health and wellness policy. I'll probably always say 'we,' even though I've resigned as the CEO. It's kind of hard to break a 30-year habit.
American business would be run better today if there was more alignment between CEOs' interest and the company. For example, would the financial crisis of 2008 have occurred if the CEO of Lehman and Morgan Stanley and Goldman and Citibank had to take a very small percentage of every mortgage-backed security... or every loan they made?
It's important to choose initial investors who are not twitchy and rushing for an exit. Wall Street's quarter-by-quarter lens may make the CEO make sub-optimal long-term decisions.
I like to joke with my wife that she's the CEO of... certainly of our household.
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