Quotes of All Topics . Occasions . Authors
When I got a call from Hansal Mehta, the CEO of White Feathers, asking me to come for one of their films, I was very happy. I thought they'd have an interesting role for me. But when I got to know they just wanted me to stand in for Sanjay Dutt for some scenes, I decided to give this offer the pass.
Once I graduated college, I did a couple of different sort of unique internship positions, if you will. I spent three months in my mother's office, who was then the CEO of our company, and I really got to just sit in every meeting that she had, and I would write down questions on a yellow legal pad.
We have to fundamentally rethink our trade policy and make it work not for the CEOs of large corporations, but for working people. So, if Trump wants to develop a rational trade policy which demands corporations start investing in this country, rather than China, that's something that we can work on.
Fortunately, right now 'entrepreneurship' is one of the business world's biggest buzz words and so many young people in our country are looking up to this new generation of CEO's as their modern day rock stars. Whenever you have that effect, it makes the job of promoting entrepreneurship much easier.
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.
As CEO of Accenture, I am not French anymore. When I'm in India, I am Indian. We are a company with no physical headquarters. We operate on a virtual level. Our leadership meetings are teleconferences, which is why the Board asked me to stay on in France. And I tell others to stay in their own countries.
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.
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.
I don't hold myself out as a role model. I don't believe that everyone should make the same choices; that everyone has to want to be a CEO, or everyone should want to be a work-at-home mother. I want everyone to be able to choose. But I want us to be able to choose unencumbered by gender choosing for us.
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.
When I first met YouTube CEO Susan Wojcicki, I was moderating a panel she was on for Harvard alums. We were both wrapping up our maternity leaves. She had just had her fifth child; I'd just had my second. We traded tips on maternity clothes, and I peppered her with questions about how she finds her balance.
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'm on the Business Roundtable, the CEOs of the largest 100-odd companies in the country. Most of these people wanted very much to be the CEO of a large public company but realize that it's not exactly what they had anticipated, for lots of reasons. One is competition has gotten a lot worse, and more global.
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.
After Pixar's 2006 merger with the Walt Disney Company, its CEO, Bob Iger, asked me, chief creative officer John Lasseter, and other Pixar senior managers to help him revive Disney Animation Studios. The success of our efforts prompted me to share my thinking on how to build a sustainable creative organization.
Every time a twenty-something CEO turns down a multibillion-dollar offer for a company that has little or no revenues, it hits a raw nerve in me. Unlike most professionals, I am not shocked by the seemingly bizarre behavior of those founders who pursue their vision beyond all rational thought or monetary reward.
I always felt the gifts you need as governor were more suited for my personality. I'm a good team player, but I'm not a policy wonk. In Congress, you need 218 votes to make anything happen. When you're governor, you're the CEO of the state. You establish the vision and standards for the state. You're the leader.
If you have a life which is adrenaline-charged all week long because you're a powerful CEO, or you have responsibilities and you're committed to the people you look after, it's very difficult on weekends to sit around the garden. So you probably look for something which gives you the same sort of adrenaline buzz.
Learn computer science. It's extraordinarily helpful. I like recommending learning economics as well so they think in terms of business, they have rational frameworks for looking at the world, but yeah, computer science is an amazing way to get into, even if you want to be CEO, having a tech background is helpful.
The administration must act promptly to ensure that the central premise of the Affordable Care Act is executable and, rather than dismissing criticism, should examine it in good faith and work to serve the needs of the people. President Obama must approach this problem like a CEO confronting a very bad product launch.
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?
There are pros and cons of experience. A con is that you can't look at the business with a fresh pair of eyes and as objectively as if you were a new CEO. Fire yourself on a Friday night and come in on Monday morning as if a search firm put you there as a turn-around leader. Can you be objective and make the bold change?
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 to some degree one of the strengths of the high tech industry is that people are actually willing to tell you things. When I went to Novell, I didn't know how to be a CEO, so I went in and I called all sorts of CEOs I knew. I called in a favor. I wanted to come by and listen to them tell me what it's like to be a CEO.
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.
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.
You don't think, when you start a company as the founding CEO, that if your venture actually works, you end up with three jobs: founder, CEO, and chair of the board. The first eight years at Bonobos, I have learned a lot about the tension between the first two. It didn't even occur to me that I had the third job until much later.
I have spent some time talking to Rex Tillerson. He's an amazing human being. He's an American success story, not just in his business life. He's a rags-to-riches success story. He stated working at 8, lived in a one-bedroom house until the time he went to college, and grew to become the CEO of one of the world's largest companies.
To be a CEO is a calling. You should not do it because it is a job. It is a calling, and you have got to be involved in it with your head, heart and hands. Your heart has got to be in the job; you got to love what you do; it consumes you. And if you are not willing to get into the CEO job that way, there is no point getting into it.
You have to imagine a world in which there's this abundance of data, with all of these connected devices generating tons and tons of data. And you're able to reason over the data with new computer science and make your product and service better. What does your business look like then? That's the question every CEO should be asking.
Viewed from a distance, or through the eye of the All-Knowing CEO of the Universe, the crash of 2008 followed the usual pattern. A long-lived boom driven by cheap credit, going back as far as 1982 (though subject to interruptions in the mid-1980s and 1990s, and in 2001), came to grief because of a rise in the cost of borrowing money.
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?
2009 was one of the busiest, most insane, stressful periods in my entire career. I was raising a bunch of money, buying a bunch of Twitter. I saw my friend fired as CEO of Twitter. Uber was growing like a weed. As these companies get bigger and bigger, there's more and more friction. Being public was the last thing I wanted to do at the time.
Since United States military operations in Iraq began in 2003, I have visited Iraq at least 15 times. But unlike politicians who visit, the question for me has never been why the U.S. got into Iraq. Instead, as the CEO of Blackwater, the urgent question was how the company I head could perform the duties asked of us by the U.S. State Department.
American managers often say they would like to pay their employees more, they argue that they can't afford to do so and, at the same time, keep the prices of their products competitive. As one CEO recently explained, "I would treat my employees as well as Starbuck's treats theirs, if I could charge the equivalent for my product of three dollars for a cup of latte!"
It is all of our jobs to make sure that women's rights are human rights, and that they do have a place at the table, and we all push toward equality. The leadership numbers for women in business really haven't changed since I began as CEO. There are only 21 female CEOs at Fortune 500 companies, there is only 17 to 19 percent of female representatives in Congress, there are only eight female governors.
Motorcycle manufacturer Harley-Davidson is a prime example of an American company that uses employment conditions to boost productivity. Current CEO James Ziemer - who started with the company while in high school has negotiated imaginative contracts with the unions representing Harley's workers, agreeing to keep production in the U.S. in exchange for constantly reducing total labor costs through automating tasks and changing work rules. Because Harley regularly reassigns workers whose tasks have been automated to other parts of the company.
