Is there a bigger hypocrite than Justin Welby, the Archbishop of Canterbury and the CEO of ‘Lords Bank?’
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.
You need to have a great support around you, people that empathise, understand and yet support, because these CEO jobs are all-consuming.
I discovered that as a founder and now CEO, my commitment to and passion for Affectiva is super contagious. It is contagious with my team and at internal company meetings, injecting a new energy and sense of camaraderie.
It’s my experience at Fiat and, now, Fiat Chrysler Automobiles that when there is a very strong CEO, it’s a good thing to be chairman.
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.
Just imagine how fast, innovative and excellent your business will be once every single teammate – from the janitor to the executive – begins to see themselves as the CEO of their own area of responsibility.
You can’t become a CEO without working hard and delivering results, but that will only take you so far. Building and leveraging strong relationships with mentors and sponsors will take you the rest of the way.
It’s important to choose initial investors who are not twitchy and rushing for an exit. Wall Street’s quarter-by-quarter lens may make the CEO make sub-optimal long-term decisions.
I wasn’t one-hundred percent sure that Jenny Craig was going to be the right program for me, but I wanted to do something. So I sat down with the CEO of Jenny Craig, Patti Larchet.
My becoming the CEO is a testament to our long commitment to diversity inclusion. And I intend to really focus and really pay that forward for our future diverse leaders at Deloitte.
My contribution to Rent the Runway as the CEO is higher than the contribution of someone on my warehouse team, but my pregnancy is not any more important than the pregnancy of any single person who works at my company.
There are three things that I have found were really critical in my first year: listening, prioritizing, and communicating. I don’t think they’re different for women. It’s really about that first year as a CEO.
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.
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.
Look – this is the terror of being a founder & CEO. It is all your fault. Every decision, every person you hire, every dumb thing you buy or do – ultimately, you’re at the end.
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.
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.
There’s one thing a CEO should always keep at the front of their mind, and that’s customer needs.
In business terms, if you take over a company and oust its CEO or fire a divisional chief, you run the place. But in institutional terms, as it happens, it doesn’t at all work that way.
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.
I fail most of the time. As a creator, and as CEO of Patreon, things can’t go well all of the time.
You can stay too long in a job, that’s for sure. But by the same token, in the 12 years I have been CEO of GE, there have been four CEOs of Toshiba. So there’s too short a time to do it, and there’s too long a time to do it.
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.
One of our first jobs was at Saba Software. We were helping them build their products for the cloud. We wanted to build our own product and move away from consulting. We were looking for a change. The CEO of Saba introduced me to Marc Benioff.
It’s very easy to criticize the CEO of the market leader.
When you start giving interviews like the CEO of an established company, it’s just wrong.
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.
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.
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.
No one is born a CEO, but no one tells you that.
As you would expect, I come from a business background, and the idea that a finance director would be somewhat not working closely with the CEO of a company is very strange to anyone in the business world.
That is exactly what Mr. Trump is: The working man and woman’s CEO.
I became CEO at the beginning of the hit on old economy stocks. When something like that occurs in your first six months as a CEO of a more traditional branded firm, it makes for a fast learning curve.
You meet with a CEO or founder. You talk about sales, engineering, product management and give some ideas or suggestions. And the founder quickly understands that you really can help them both operationally and from a strategic standpoint.
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.
It’s important to understand the compensation equation that a CEO and a founder has with his or her employees.
Whether you are a low-income elderly woman living at the end of a dirt road in Vermont or a wealthy CEO living on Park Avenue, you get your mail six days a week. And you pay for this service at a cost far less than anywhere else in the industrialized world.
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.
A CEO needs to build their own team.
If every company becomes a technology company, business models and transitions are going to occur. From a CEO’s perspective, this is going to be the biggest technology transition of all times.
As a goalkeeper, I needed good players around me. I needed Nemanja Vidic, Cristiano Ronaldo, and Wayne Rooney. It’s the same as a CEO.
When I got to be a CEO, I said: ‘Right. I’m now going to tackle gender inequality head-on. I’m going to make a difference and lead by example and actively put in place policies and practices to support women.’
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.
My first company produced ‘Silicon Alley Reporter’ magazine, where I held the dual titles of CEO and Editor.
When you start giving interviews like the CEO of an established company, it’s just wrong.
I didn’t dream that I would become the CEO of the company when I joined as a systems marketing engineer back in 1995. Sometimes, I don’t really reconcile to it; it’s a bit of an odd sensation which is under the surface.
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.
Companies that are successful, it starts with the CEO and starts with the CEO’s priorities.
I was the CEO of Justin.tv, and my cofounders were senior engineers there. We came up with the idea at Justin.tv in the fall of 2010.
No CEO ever says, ‘Damnit, we need to increase research!’ I want to encourage them to do that.
I’m a CEO of a public company. You have to show decorum.
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.
