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As a producer, as a CEO of Hartbeat Productions, I am making deals to put my company in place to win, to put my staff to work so that while all this stuff is going on, they're in the kitchen cooking. So it's understanding the longevity of the entertainment business; you get out of it what you put 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.
I've been a comedian since I was fourteen. But I've never really been a CEO.
Silicon Valley's involvement with Washington dates from one event, which was John Scully - who was the CEO of Apple - had dinner with President Clinton and Vice President Gore in 1993. And we're all going, like, 'What's going on? Why would we have dinner with the president?'
I am wired like a CEO and care a great deal about the bottom line, but I care about my customers even more than that. That's always been my competitive advantage.
Nobody knows how to be a CEO. It's something you have to learn. It's a very lonely job.
Personal ambition is 'I want to be CEO.' Greater vision ambition is, 'I want to lead this company so that people want to work here.'
I've taken the leap of faith to stop punching the company time clock and start working for myself. I'm now the CEO of Starfish Media Group, my production company, in New York City.
The chief strategist of an organization has to be the leader - the CEO.
I described the CEO job as knowing what to do and getting the company to do what you want. Designing a proper company culture will help you get your company to do what you want in certain important areas for a very long time.
Viewed from a distance, or through the eye of the All-Knowing CEO of the Universe, the crash of 2008 followed the usual pattern. A long-lived boom driven by cheap credit, going back as far as 1982 (though subject to interruptions in the mid-1980s and 1990s, and in 2001), came to grief because of a rise in the cost of borrowing money.
Look - this is the terror of being a founder & CEO. It is all your fault. Every decision, every person you hire, every dumb thing you buy or do - ultimately, you're at the end.
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?
When I was a CEO, the books on management that I read weren't very much help after the first few months on the job. They were all designed to give you directions on how not to screw up your 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.
There is a difference between hiring a CEO and turning over control of the business.
Clearly, as a CEO, you have other functions that are managed by other people.
Al-Waleed bin Talal
My answer to those who oppose my appointment as CEO is that this is really a decision of the YWCA. They want to strengthen their grassroots to advocate on behalf of women's and children's empowerment and ending racism.
Being a CEO still means sitting across the table from big institutional investors and showing your leadership and having them believe in you.
Clearly, every company needs a leader. That's an important part of being the CEO of the company.
I worked with the best - Givenchy, Dior, Yves Saint Laurent - and it gave me an ability to be confident. It turned me into a CEO and a creative director and a brand.
Kimora Lee Simmons
Any slots at the senior level, including CEO or other slots, will be filled internally.
As a CEO, you get sucked into dealing with all the tasks of being a CEO. There's a big meeting, a big discussion, and you get into all the big issues, which is your job. But what CEOs often lose sight of is that it's all about the people who work for you. For every 1,000 decisions, 999 were being made when I was not in the room.
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.
Louis V. Gerstner, Jr.
A. P. J. Abdul Kalam
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