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The best CEOs I know are teachers, and at the core of what they teach is strategy.
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.
At the end of the day, both men and women who become CEOs have showed tenacity and hard work to succeed in their careers. It takes not just skills but also extreme dedication and commitment. And regardless of gender, CEOs are measured by the same criteria - the growth and success of the business.
Everything ultimately becomes the CEO's problem, no matter where it starts. I can see why some CEOs crack under the pressure.
CEOs of large corporations earn 400 times what their workers make. That is not what America is supposed to be about.
Daniel Goleman has proven that two-thirds of the success in business is based upon our Emotional Intelligence as opposed to our IQ or our level of experience. As we look for the next crop of future CEOs, maybe it's time for America's corporations to start interviewing grads from the psychology master's programs rather than the M.B.A. programs.
The Fed has got to become a more democratic institution that is responsive to the needs of the middle class, not just Wall Street CEOs.
Regardless of age, regardless of position, regardless of the business we happen to be in, all of us need to understand the importance of branding. We are CEOs of our own companies: Me, Inc. To be in business today, our most important job is to be head marketer for the brand called You.
Today we have a health insurance industry where the first and foremost goal is to maximize profits for shareholders and CEOs, not to cover patients who have fallen ill or to compensate doctors and hospitals for their services. It is an industry that is increasingly concentrated and where Americans are paying more to receive less.
In life, everybody faces choices between doing what's popular, easy, and wrong vs. doing what's lonely, difficult, and right. These decisions intensify when you run a company, because the consequences get magnified 1,000 fold. As in life, the excuses for CEOs making the wrong choice are always plentiful.
No doubt, corporate CEOs who lie to their shareholders and politicians who lie to their public know and believe intellectually that lying is immoral. Why then do they lie? They lie to others because they first lie to themselves.
Lewis B. Smedes
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.
Greed has increasingly become a virtue among Wall Street bankers and corporate CEOs in the U.S. Nowhere else in the world do CEOs insist on receiving compensation as high compared to what their employees earn.
ObamaCare is working. I talk to a lot of CEOs of hospitals. It is working.
Working with people from all walks of life, from full-time moms to CEOs at large companies, I've distilled many universal truths about success. There's a secret I've learned that works quite well at helping you to achieve what you want: Decide what you want.
The helicopter is a fine way to travel, but it induces a view of the world that only God and CEOs share on a regular basis.
Money often determines not only who gets elected, but what gets done. Which voices do lawmakers listen to, the banks or home owners, coal companies, or asthma sufferers, the CEOs or the unemployed?
Madeleine M. Kunin
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.
We are beginning to see a fundamental outrage at the whole interconnected mess of a system: at energy companies who record massive profits, yet allow pensioners to struggle to stay warm in winter; at CEOs who can earn up to a 1,000 times the salary of their average worker; and soon, any day now, at those politicians who allowed this to happen.
CEOs hate variance. It's the enemy. Variance in customer service is bad. Variance in quality is bad. CEOs love processes that are standardized, routinized, predictable. Stamping out variance makes a complex job a bit less complex.
Many CEOs and leaders think that silence is indeed golden, that consensus is bliss. It is - sometimes. But more often what it signifies is that there are no respected processes for surfacing concerns and dissent.
The world is full of CEOs that think that just because they write a memo or they write a letter inside an annual report or they give a little video speech that gets sent around the company, they think that's what's really going to affect employees.
Louis V. Gerstner, Jr.
The NBA's a Fortune 500 company. That's how you look at it. And all the other Fortune 500 companies out there in the world, you don't see their CEOs and COOs going to work with white tees and baggy clothes and stuff like that. So I have to take that same approach.
Twenty years ago, you might have been pessimistic and said there's no hope. But these days, some of our very biggest companies are acting remarkably cleanly. And in some cases, although not all cases, the CEOs are the driving forces behind that.
Certainly political capital-slash-celebrity attention, whatever you want to call it, certainly is part of the reason why I've been reaching out to CEOs. There's a lot of folks who probably would have taken a call from me before but are even more inclined now and are interested in what we're doing because of all the attention.
A. P. J. Abdul Kalam
Ralph Waldo Emerson
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