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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.
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.
I don't feel I'm at liberty to speak about the actions of any one CEO. That's not fair; given CEOs have duties to their shareholders.
Kenneth C. Griffin
CEOs must embrace the role of serving as the public face of the company to their customer community and the marketplace at large.
Without question, CEOs, executives and employees in companies in the United States and around the world have rallied to face the challenge of a social media marketplace.
Great CEOs are not just born with shiny hair and a tie.
Maybe back in the day you didn't need to be the greatest looking to be on TV and you didn't need to speak the best, but in this day and age, I think you need to be the package. You need to look the part for your sponsors, you need to be able to speak the part for the media and to big CEOs.
Europeans forget that one-third of the American people have had a personal conversation with Jesus Christ and that the born-again are not just little old ladies in black but also CEOs and provosts of universities and candidates for office.
I don't understand why people whose entire lives or their corporate success depends on communication, and yet they are led on occasion by CEOs who cannot talk their way out of a paper bag and don't care to.
It could happen to anyone when you get hired by a different president. There's a difference in philosophies. It happens. It's a change in CEOs. They have their own people, their own philosophies, and it's different than what Bob stands for.
Errors in decision-making lead young people to under-save for retirement, doctors to miss tumours, CEOs to make catastrophic investments, governments to engage in needless wars, and parents to irreversibly traumatize their children.
We all love people who give credit to others for their success. Companies would probably do better with CEOs who didn't blow their own horn and ask for ridiculous salaries and new yachts every year.
'The Week' is my favourite magazine. Everyone from presidents to CEOs of companies love it, politicians, people in the massive charity business in America, in the arts and even more especially in the media.
Critics might contend that putting former private-sector CEOs in the president's Cabinet places the fox in the henhouse. But it's unlikely such executives would expose themselves to the headaches if they weren't genuinely motivated by the call to service.
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 look at founders and CEOs like Mark Zuckerberg at Facebook and Brian Chesky at Airbnb and Sebastian Thrun at Udacity, these are companies that are creating extraordinary social good and extraordinary economic and educational empowerment, all within with context of a for-profit model.
Someone needs to remind American CEOs that if you can't run a company that is innovative, financially sound and doesn't poison the rest of us, You can't run a company.
Generally, older people in their fifties, sixties, and seventies are running most countries and are CEOs of corporations. Which isn't to say there aren't entrepreneurs, but if the young were better in every respect, there'd be no reason for the old. Our life span reflects our particular life strategy.
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.
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?
The shining star in the world is Shanghai. That's what CEOs from big companies say - 'if I want mathematical analytical work done, it's done in China.'
Whenever teenage girls and corporate CEOs covet the same new technology, something extraordinary is happening.
Michael J. Saylor
One of the things I've had the advantage of, growing up and being close to the top management of this company and other companies for most of my life, is seeing how CEOs start to believe in their own infallibility. And that really scares me.
William Clay Ford, Jr.
I never imagined working with CEOs, congressmen or the military, yet I make regular visits to the Pentagon, stop by the Capitol now and then and sit down with leaders of all kinds of companies.
If you look at the CEOs of some the most successful companies in the world like IKEA, they never fly first class. They always go economy.
John F. Kennedy
Martin Luther King, Jr.
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