Well, I, you know, I think at PIMCO we always try and be open with the press and the public. I mean, isn't that what voters want from their politicians? Mohamed El-Erian, our CEO, writes several op-eds a week.
The CEO is, by far, the most important decision for a company... The company is going to rise and fall with the CEO.
It's almost impossible to overpay the truly extraordinary CEO... but the species is rare.
I want to thank the President and the CEO of Constellation Energy, Mayo Shattuck. That's a pretty cool first name, isn't it, Mayo. Pass the Mayo.
Even when I take the path to go be a CEO for a month, or a CEO for a day- music is still there. It’s an extremely important part of what I am.
You don't see a lot of MBAs as CEOs. The MBAs tend to get hired by the CEOs.
No CEO examining books today understands what the hell is going on.
We ought to start running the government like a private-sector business. I have that ability as CEO of our companies. I have line item vetoes, and if I didn't, we'd probably be out of business by now.
The great power in America is the corporations - we`re a corporate country. We`re run by a CEO and the stockholders have very little to say on how the corporation is run. Fine, the board of directors run it and the stockholders can just be disgruntled, but who gives a damn?
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.
I was brought in by the White House as GM's chairman in 2009, around the time of the bankruptcy, and became CEO later that year. As a company, we were grateful for the government's support. But as GM's financial health began to improve, I could detect no real sense of urgency, or even interest, on the part of the government to relinquish control.
Sometimes it takes a lowly, title-less man to humble the world. Kings, rulers, CEOs, judges, doctors, pastors, they are already expected to be greater and wiser.
When you're young and you have money, you become the CEO, automatically, of life, of your family.
We got CEOs making 200 times the worker's pay, but they'll fight like hell against raising the minimum wage.
It's pretty rare to have CEOs or high level executives at big companies who are social activists. They tend not to be drawn to those areas of life.
You want a woman who, if needed, will be the CEO of the home. In essence, you want a woman who understands the difference between ambition and busyness. You also want a woman who understands that submission is strength, not weakness. Meaning, she understands the importance of your leadership but she is also strong enough not to allow you to run over her.
CEOs hate variance. It's the enemy. Variance in customer service is bad. Variance in quality is bad. CEOs love processes that are standardized, routinized, predictable. Stamping out variance makes a complex job a bit less complex.
The world is full of CEOs that think that just because they write a memo or they write a letter inside an annual report or they give a little video speech that gets sent around the company, they think that's what's really going to affect employees.
Yesterday the CEO of Citigroup said that he can understand why all these Occupy Wall Street protesters are so frustrated. In fact, he felt so bad for them, he gave himself a $10 million sympathy bonus.
Keeping a 'CEO blog' or 'founder's blog' can be a great platform for engaging your users in a nontraditional way, reaching people outside of your product pitch and building rapport without selling them anything except a belief in your ideas.
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 hated being a public company CEO.
The best way to be productive is to have a great team. So I spend more time than most CEOs on human resources. That's 20 percent of my week.
Somebody asked me 'what's the job of a CEO', and there's a number of things a CEO does. What you mostly do is articulate the vision, develop the strategy, and you gotta hire people to fit the culture. If you do those three things, you basically have a company. And that company will hopefully be successful, if you have the right vision, the right strategy, and good people.
You won't find a CEO who doesn't talk about a 'powerful culture' as a source of competitive advantage. At the same time, you'd be hard-pressed to find a CEO who has much of a clue about the strength of that culture.
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