Terms Of Service
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Terms Of Service
Ralph Waldo Emerson
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As a boss, as a CEO, as a creative director, as a chef, I've learned that failure will always come. I've learned to give it a big squeeze, smile at it, humble myself to it and then use it as a springboard to send me on my way to strength, success, and fulfillment.
America isn't Congress. America isn't Washington. America is the striving immigrant who starts a business, or the mom who works two low-wage jobs to give her kid a better life. America is the union leader and the CEO who put aside their differences to make the economy stronger.
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.
I'm the CEO of A$AP Worldwide. But as you can see, when I'm with them, everybody's equal. We don't really base our love off of finances or who's superior by financial status. We're all equal. When I'm with them, I'm letting them shine 'cause it's just like how it used to be. They still there. I'm just chilling out front.
I think each person, if you're a CEO, the most important thing is to have - to me, is to pick people around you that aren't like you, that complement you. Because you want to build a puzzle; you don't want to stack Chiclets up and have everyone be the same. And so I believe in diversity with a capital D.
The one thing I have learned as a CEO is that leadership at various levels is vastly different. When I was leading a function or a business, there were certain demands and requirements to be a leader. As you move up the organization, the requirements for leading that organization don't grow vertically; they grow exponentially.
At the end of the day, if you're a professional athlete in track and field you are the CEO of your company.
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.
You're doing a major merger, you got to hope you didn't get it wrong. That's the view of any CEO.
When it comes to meetings and preparing for that, it doesn't matter if it's a meeting with the U.N.; with a large operator, CEO, or chairman; or if I have an internal meeting - in all cases, I know that the energy and the engagement in every discussion is extremely important.
Taking the time to identify and infuse values certainly does affect outcomes and is one of the most important things to get right as the CEO.
Just because you are CEO, don't think you have landed. You must continually increase your learning, the way you think, and the way you approach the organization. I've never forgotten that.
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.
The real damper on employee engagement is the soggy, cold blanket of centralized authority. In most companies, power cascades downwards from the CEO. Not only are employees disenfranchised from most policy decisions, they lack even the power to rebel against egocentric and tyrannical supervisors.
My dad for a long time was an accounting professor at Rice University. And then he went out on his own, and he got hired by a client. He ended up being CEO of a hospital management company before he retired, called Lifemark.
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.
A leadership culture is one where everyone thinks like an owner, a CEO or a managing director. It's one where everyone is entrepreneurial and proactive.
Robin S. Sharma
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.
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.
Kindness is the No. 1 quality I look for in a man. You can see in how he treats anyone - from a CEO to a housekeeper - and it's a reflection of how nice a guy is. Funniness and confidence come after that... When a guy approaches me, it's fantastic if he can make me laugh.
I can tell you, because I serve on so many nonprofit boards - where half of us are academics and half of us are from Wall Street - that there's no CEO who understands at all a derivative. All they know is that somebody tells them in their organization, 'We've got a wonderful profit center.'
If you don't have the necessary inner balance, leadership can demolish you. Today, if you are a CEO by the time you are 35, you must have ulcers. By 45, you must have diabetes. By 55, you must have had a bypass. People say they have had three bypasses, as if it is a qualification.
I'm known as the ankle bully, and I'm the CEO of it because I've made a lot of people fall during my lifetime.
I just didn't want a boss. The minute you're a CEO, you have a pile of bosses, and you're working 7/24, and you're on everyone's radar all the time.
I learned a lesson that I don't ever want to be a CEO.
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.
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