An approachable and authentic CEO is essential to fostering a high-performance, open communications culture.
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.
There's a lot that goes into being Tim McGraw or Kenny Chesney. They have great songs, their show is great, they're very fit. When you look at somebody who takes care of themselves, takes care of their business, that's what every CEO would do.
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.
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.
President Trump is doing what he can to act decisively. And if there's one thing most people have in mind in distinguishing the business world from the political world is that the CEO of a business can act decisively.
When you're young and you have money, you become the CEO, automatically, of life, of your family.
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.
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.
As companies become bigger, the global environment more competitive, and the rate of disruptive technological innovation ever faster, the value to shareholders of attracting the best possible CEO increases correspondingly.
Strategy is not really a solo sport - even If you're the CEO.
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.
Whether you stay private or go public, after all is said and done, a CEO's job is to create lasting shareholder value.
If you look at any normal organization, the CEO is the person with the highest E.Q. The person with the highest IQ is often in the back room running the financials or the operations. That's topsy turvy.
I didn't aspire to be the CEO of Deloitte, but I aspired to be a leader in Deloitte.
When a politician bends the truth or a CEO breaks a promise, trust takes a beating.
Any slots at the senior level, including CEO or other slots, will be filled internally.
I took on the role of CEO, which involves directing the Management Team and overall day-to-day operations of 500.
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.
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.
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.
Every time a new CEO came, I got a promotion till I was made CEO myself.
If you have a line of business - I know this as a CEO - or if you have a teenager - I know this as a parent - who have a spending problem, what do you do? You quit giving them money.
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.
You need to have a great support around you, people that empathise, understand and yet support, because these CEO jobs are all-consuming.
Being the first female CEO of one of the Big Four, I certainly intend to pay it forward.
It used to be that you would go in to see a CEO, and you would ask them, 'Is your company for sale?' and if they said 'No, we have no interest in selling,' that was sort of the end of the conversation.
When you're CEO, you have to have two conditions: first, shareholders need to trust you and want you to head your company. The second is that you need to feel the motivation to do the job. So, as long as both are reunited, you continue to do the job.
I will never be a CEO again.
I tend to think that free-market conservative principles are the best ones for the CEO of a state.
I think a CEO lives or dies in whether he's been able to hold on to elements of culture that are needed in the company.
Remember when those CD-ROMs from AOL came in the mail almost every day? The company was considered ubiquitous, invincible. Former AOL CEO Steve Case was no less a genius than Mark Zuckerberg.
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?
I do not want to be a long-term CEO.
We have a network of contacts, where there are very few boards where we can't reach out to the CEO or key board members.
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.