Ceo Quotes - Page 9

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I think I give myself high marks being an entrepreneur and entrepreneuring a big idea about how popular social gaming could be. But I learned a lot of hard lessons on the CEO front... and do not give myself very high marks as a CEO of a large-scale company.

At the 'Vanity Fair' New Establishment Summit, I asked Alibaba CEO Mike Evans - who has nine kids! - how he does it, as well as Didi President Jean Liu, a mother of three. Evans said he couldn't do work well without the support of his family and vice versa.

The Giants beating the undefeated Patriots, that's all a joke. The star of a reality show is going to run the country. The guy who decided if Bret Michaels or Cyndi Lauper would make a better CEO for a company that doesn't exist is going to be running stuff.

The problem with New Year's resolutions - and resolutions to 'get in better shape' in general, which are very amorphous - is that people try to adopt too many behavioral changes at once. It doesn't work. I don't care if you're a world-class CEO - you'll quit.

The chief executive officer is also the chief sales officer. He or she is responsible for the success of the company and making a profit. The closer the CEO is to the everyday selling process, bringing in business, the more successful the company will become.

Social lets consumers talk about the products. You may pay your way onto the Facebook feed, but after that, it's conversations by the users. That's not sufficient because it leaves out what is possible for employees to talk, for R&D to talk, or the CEO to talk.

During the 2005 Bush tax holiday, corporations didn't bring back the billions they stashed overseas to build new factories, increase wages, or create more jobs. The lion's share of that windfall went to CEO raises and stock buybacks for investors on Wall Street.

Marketing is selling an ad to a firm. So, in some sense, a lot of marketing is about convincing a CEO, 'This is a good ad campaign.' So, there is a little bit of slippage there. That's just a caveat. That's different from actually having an effective ad campaign.

If you're CEO of a company, you have to be a public person. You're speaking to the press, you're speaking to investors, you're speaking to employees, you're the public face of the company and so kind of naturally you become more extroverted, more outwards facing.

All too often, a corporate innovation initiative starts and ends with a board meeting mandate to the CEO followed by a series of memos to the staff, with lots of posters and one-day workshops. This typically creates 'innovation theater' but very little innovation.

I'm the founder and CEO of Sama Group, a family of social enterprises - Samasource, Samahope and SamaUSA - that are working to alleviate poverty by connecting the global community to opportunity in sub-Saharan Africa, South Asia, the Caribbean and here in the U.S.

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.

I have worked with leaders for 17 years. But I'm also a leader myself, and I can honestly say I feel deeply the privilege and responsibility that come with being a CEO. It is incumbent upon us to become all we can be, not only for ourselves, but for our companies.

I had a spectacular four years as OpenTable CEO and remain an active executive chairman. I think, for me, some of the interesting observations there are, you know, global is important, mobile is extremely important. And then, network businesses are very attractive.

Most of my ideas come from drawing patterns across conversations I have with different types of people - technology investors, young fashion design students, a CEO. This variety is stimulating and offers many different perspectives on the things I am thinking about.

Often, what I tell a new CEO asking for advice, or one of my own new leaders, is the two most important decisions that your team is going to watch is the first person you hire and the first person you promote - because you are saying that's the type of person I want.

There have been, in recent years, many Asian American pioneers in the public eye who've defied the condescendingly complimentary 'model minority' stereotype: actors like Lucy Liu, artists like Maya Lin, moguls like Zappos CEO Tony Hsieh. They are known, often admired.

Compensation needs to be predominately performance-driven. If CEO compensation was performance-driven, which I believe it was in IBM's case, nobody would ever argue. If the shareholders didn't make billions and billions of dollars, I wouldn't make millions of dollars.

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.

When I was CEO, and I'd listen to music, a lot of people listen to music and you get inspiration from it. And a lot of things in hip hop are very instructive for being in business. Particularly, hip hop is a lot about business, and so it was very useful for me in any job.

If I had to probably define and characterize my job, and maybe the job of a CEO today in this global world, highly volatile, uncertain, and when you need to transform is to be the catalyst for change. That's probably the definition I would give to my job. I'm the catalyst.

There are plenty of things I wish I'd known when I decided to quit my position at IBM and work on the idea that later became TaskRabbit. Maybe that's why one of the things I cherish most about being a founder and CEO is the opportunity to offer advice to new entrepreneurs.

Silicon Valley's involvement with Washington dates from one event, which was John Scully - who was the CEO of Apple - had dinner with President Clinton and Vice President Gore in 1993. And we're all going, like, 'What's going on? Why would we have dinner with the president?'

Interestingly, many Indian companies where there's a father-and-son combination are being run as joint CEO organizations because the father has not given up running the company and the son is actively involved in running the company, and there is division of responsibilities.

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.

If CEO compensation was performance-driven, which I believe it was in IBM's case, nobody would ever argue. If the shareholders didn't make billions and billions of dollars, I wouldn't make millions of dollars. My salary was the same for 10 years. It was all performance-based.

As I have written before, one of my favorite parts of my job as CEO of Moda Operandi is the opportunity I get to explore international fashion scenes to discover new talent, and then being able to introduce these designers to our community of fashion-savvy customers worldwide.

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.

I am the CEO of HCL Corporation, and, of course, a large part of my time does get spent in HCL Corporation, whether it is in actively managing our investments or perhaps even the governance and accountability and really seeing the strategic direction forward for HCL Corporation.

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.

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.

At some private events, we'll see the CEO of the company get up and do his 'Rock Lobster' dance. The band used to grumble that, 'All they talk about is hair and don't take us seriously,' but I've realized that what this band does the best is let loose and let people's freak flag fly.

I like the city. I like the concrete. I like big business. I like being a CEO of my own company and having a lot of responsibilities. At the same time, when I can go off with a backpack or off on a surfboard or even off on a run somewhere in the woods - that's where I'm really happy.

The question was, in a sense, at Princeton Review, how much value was I adding as a public company CEO. I was adding less than other people might've... I think you want to move on when you've given your best work and then feel that you're not going to add as much value moving forward.

Talking about Apple v. Microsoft without mentioning the Internet and the browser is like talking about WWII without talking about the nuke. Framing the conversation just in terms of open v. closed operating systems, the quality of the hardware or software or who the CEO was, is silly.

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.

The role of president, as George W. Bush commented in 2000, requires vision, management, and an eye for talent - not so different from that of CEO. But during the first years of Carter's presidency, his Cabinet was anything but businesslike, beset by infighting and meetings that ambled.

When I started working, women were working at 59 cents to the dollar. We got a raise, but it's still unfair. We're still 16 percent of Congress, even though we're 51 percent of the population. We're a low percentage of our CEOs. We're a low percentage of boards and being part of boards.

I'm the ninth CEO of IBM. Every one of my predecessors has steered through a technological shift, and every one left the company in a better position than the person before them and prepared this company with a very strong balance sheet to allow it to continue to invest for the next shift.

By the time I stepped down as Xerox's CEO in 2009 - and as chairman in January 2010 - Xerox had become the vibrant, profitable and revitalized company that it still is today. What made the difference was a strong turnaround plan, dedicated people and a firm commitment from company leaders.

Any enterprise CEO really ought to be able to ask a question that involves connecting data across the organization, be able to run a company effectively, and especially to be able to respond to unexpected events. Most organizations are missing this ability to connect all the data together.

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.'

As a decision maker, you rely on information being passed to you by the people who report to you. As the CEO, however, you cannot rely solely on this information. You also need to 'dip' down into your organization and learn directly from employees at all levels and virtually all skill sets.

Two decades of experience as an entrepreneur and CEO has informed my view that our priorities must stress improving educational outcomes, rebuilding America's infrastructure, lowering health care costs, addressing climate change, reforming immigration, and ushering in an advanced energy economy.

When I was a CEO, I thought I understood private equity. I didn't. And what I've learned since my retirement, and since becoming directly involved in the world of private equity, points the way to a new career path for thousands of talented senior executives - and a new engine for value creation.

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.

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.

Much of a leader's responsibility in creating a positive, high-performance culture is setting the right tone and acting on it consistently. That day-to-day execution - the tenor and tone - really makes the difference. One deviation - one exasperating meeting - and the CEO legitimizes bad behavior.

Imagine if someone like John Lennon or Bob Marley, Sid Vicious, Picasso, whomever, were doing their work, and some corporation, some CEO, some branding entity was saying to you, 'Well, you can do that, but you've got to remove this aspect of your work.' There would no longer be that purity anymore.

I think that's the responsibility of the CEO and the CEOs below me: to make sure that we're constantly putting people in places where they have the opportunity to develop into those careers but also having a rewards and recognition system that allows a great programmer to stay as a great programmer.

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