Quotes of All Topics . Occasions . Authors
Because we weren't having success finding a CEO, our investors insisted that we hire these managers a temporary CEO and CFO. That didn't go great.
I was surprised by the attention and visibility on me as a black woman CEO. I look forward to the day when this is the norm and not the exception.
What's important about my election into the CEO role at Deloitte is to provide a role model for the next generation of diverse leaders at Deloitte.
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 think there's real value in having a founder CEO. Obviously, I'm biased, but I'm driven by a purpose and a mission and a vision, not just profits.
Being a successful CEO, where I've driven a bottom line, assembled teams, driven results, that's a critical benefit to running the state government.
CEOs who can hire properly, that's the most important part of the job. The CEO's job is really to hire the right team and execute the vision second.
Michael Eisner let it be known last week that he had no intention of leaving the entertainment business once he steps down as CEO of Disney in October.
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.
If I were investing in oil and gas stocks, there is one question I would ask CEO's: What portion of your capital is going to have to go in to stay even
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.
Am I as experienced, or mature, or smart as others CEOs? No probably not, but there's something, I think, very useful about having a founder as the CEO.
I'm in a different position than most CEO's. I'm a founder. I'm not a hired CEO. Now, I can be fired by the board, but most CEO's are hired by the board.
Because one of the main jobs of a CEO is to set the vision and strategy for the company, I'm a big believer in making one of the founders the default CEO.
My dad was an engineer, and he became the CEO of Chevron. His was an engineer's mind-set: Everything's kind of a problem; how do you approach the problem?
The reality is that companies are full of things that are left unspoken. And even when they are out in the open, the CEO is almost always the last to know.
I wouldn't be a CEO today if I didn't do different things to build capabilities and build experiences because to come a leader, you need varied experiences.
I've signed many documents as president and CEO as required by law. I signed every single document that we were required to file - every single one of them.
It's easier to coach a technical founder how to be CEO and manage a business than it is to teach a professional CEO the nuances of that particular business.
As board members, we only meet infrequently and are not as engaged with the front line, necessarily. The first thing I did as CEO was I left this board room.
As a wife, daughter, friend, and the founder and CEO of LearnVest, my schedule is anything but simple. But I learned early on how meticulously manage my time.
When I came into the CEO office, I basically changed the entire management team. We knew that we had to change the company, so we needed a new set of leaders.
As CEO of Cold Stone Creamery, we used a concept called 'search and reapply,' which meant that if we found better ways of doing something, then we would do it.
When you watch women who are a great mom, a great wife, and a great CEO, like, it's very inspiring. Like, being friends with Jessica Alba makes you work harder.
I think if there's any difference between me and a traditional CEO, it's that I've been unwilling to change myself or shape my personality around what's expected.
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.
As a CEO, I had significant exposure to private equity, enough that I had in no way bought into the media's caricature: rapacious privateers who destroy companies.
You can be the CEO of a big company and still be unhappy. You can also pass an exam and feel like you've hit the jackpot. Success all depends on how happy you are.
Professional societies are sooner or later fractured by the ego of their leaders. Everyone wants to be president, chairman, CEO; no one wants to be a mere follower.
Our next CEO needs to thrive in a highly dynamic environment, to be capable of accelerating what is working very well for Cisco and disrupting what needs to change.
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.
If Albert Einstein was right, Cal Ripken should have been a CEO or politician rather than a shortstop, because Ripken led by example over and over... and over again.
When I became CEO, I just didn't think about my age too much. I'm sure many people did think that my age mattered, but I didn't. That was probably because of my age.
One of the ideas that I wanted to highlight, which is actually a very bipartisan idea - it's not just about conservatives - is this worship of wealth, the CEO saviour.
I am not a lawyer or an expert on the Constitution. But as the chairman and CEO of a major health plan, I had a ringside seat to the entire health-care reform process.
The most important thing is, Do you have the courage to admit that you're wrong? And do you change? The most important thing to me as a CEO is that we keep the courage.
My focus - even before becoming CEO - has always been memorable and unique content. And one of the most important things we did to reinforce that was create A+E Studios.
To be the best CEO you can be, you have to be passionate about the business you're running. And I have true passion for the financial markets and the financial industry.
On Friday I was in Washington for a meeting with Administration officials. In the course of that meeting, they requested that I 'step aside' as CEO of GM, and so I have.
It doesn't matter what's written on a coffee mug or on a 'culture' slide; what you do as a CEO, day in and day out, and how you behave will define your company's culture.
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.
A critical question to ask when bringing in a new CEO to take the reins of a company you started is: Do you want someone who will maintain company culture or reinvent it?
I definitely think it's important for a CEO of any large corporation to understand how policy impacts their business and be aware of the decisions being made in Congress.
The path to the CEO's office should not be through the CFO's office, and it should not be through the marketing department. It needs to be through engineering and design.
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.
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.
I think the most important thing is to achieve what you set out to achieve. Just being a CEO in itself is not success. I would not relate success to a title or a position.
If you're the cashier at Burger King, of course you make less than the manager or even the CEO. The issue is whether you're stuck being a cashier for the rest of your life.
While it may be tempting to bask fully in the glory of success, remember: When a CEO takes too much credit for the good, they will receive far too much criticism for the bad.
With Trump assuming the role of America's CEO, it may be chaos rather than callousness that threatens to harm his standing with the American voters who are giving him a chance.