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Martin Luther King, Jr.
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There's Jay-Z, who morphs a certain street hustler's cool and indifference into CEO extravagance. But for all his prominence, Jay-Z hasn't written a lot of crossover hits.
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.
As CEO, I had a standing 30-minute meeting every Monday to greet and connect with new hires.
Larry Fink, 61, tall and outgoing and passionate about his business, is the chairman, CEO, and co-founder of the largest asset-management company in the world, BlackRock.
When Jack Welch was the CEO of General Electric, he was able to produce record growth year after year by using a few simple principles relentlessly. The system of management he used was called differentiation.
I've spent my life as an airplane mechanic, pilot, aircraft manufacturer and airline CEO who never lost a life or an airplane. I am considerate of the risk we take every time we fly. I also know we need to fly and always to improve safety.
No one is born a CEO, but no one tells you that.
No one person controls Microsoft. The board and the shareholders decide whether they want to have me as CEO.
When I came into the music, I was forced to be a CEO. I was forced to be an entrepreneur; I was forced to... because I was looking for a deal. I didn't have this grand scheme of starting a record company and then morphing into a clothing empire.
If I was President of the United States, I'd rather be right than interesting. If I was CEO of a company, I'd rather be right than interesting. But I'm a journalist - what journalist would rather be right than interesting?
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.
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.'
To any CEO who's skeptical at all, you have to create a social enterprise today; you have to be totally connected with everyone who touches your brand.
As the CEO, I have to take care of the short term, mid term and the long term.
Raise your ambition beyond where you're capable of now. There's nothing about my hometown that said I'd be working with Fortune 50 CEO's, Olympians, at the highest level.
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.'
The industry has to learn how to do CEO succession well. If your definition of success is Intel or Microsoft or HP or IBM, that's not a good track record, and yet they are the most successful ones.
John T. Chambers
I always believe that, as you start out, while you should have a big dream - a big goal - but it's also important to move step by step. So, you know, frankly, if you ask me, when I started as a management trainee in 1984, I don't know that I really thought that I would become the CEO.
I don't say no as much as I should. I'm an extreme workaholic. So I can be sick, and I still say yes to anything. When you are the CEO of your own company, editor of your own videos, your own writer ,and you do every role yourself, you have a hard time saying no to opportunities.
The first lesson my kids got about the ocean was to respect it. You can never turn your back on the ocean when you're dealing with tides and currents - factors beyond your control. You have to be the CEO of your family on the water. CEO stands for 'constant eyes on,' and it's something I never forget.
I've never isolated role models based on gender. I have more male role models due to the mere fact that I've done business with more of them and they're leaders within the verticals I work. Of those, Tony Hsieh, CEO of Zappos.com, is an entrepreneur and personal friend that I have a great deal of respect for.
Amy Jo Martin
Being the first female CEO of one of the Big Four, I certainly intend to pay it forward.
Building a great team is the lifeblood of any startup, and finding great talent is one of the hardest and costliest tasks any CEO will ever face.
My role is really just to try to make sure that the voice of all shareholders and employees is heard - that no one is bullying their agenda, their choice of a CEO, or their selection of who should be the board members. Benchmark, I believe, has been pushing their agenda at the expense of those stakeholders.
I think that the CEO is responsible for setting the vision, for articulating the mission, and for building a team of powerful evangelists that share that mission and that passion, because no one person can do anything by themselves.
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?
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