A Quote by Edgar Bronfman, Jr.
As my other obligations are beginning to take an inordinate amount of time, I have asked to step down as WMG's board chairman, effective January 31, 2012. However, I will remain a director of the company and in that way, continue my association with Warner Music and its extraordinary people.
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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.
Level 5 leaders are differentiated from other levels of leaders in that they have a wonderful blend of personal humility combined with extraordinary professional will. Understand that they are very ambitious; but their ambition, first and foremost, is for the company's success. They realize that the most important step they must make to become a Level 5 leader is to subjugate their ego to the company's performance. When asked for interviews, these leaders will agree only if it's about the company and not about them.
Abby Johnson has agreed to become Chief Executive Officer of Fidelity, reflecting a further step forward in our leadership succession plan. Abby will retain her role of President, and I will continue to serve as Chairman of the Board.
In this way, if you continue all the time in the way we have described from the beginning, it will become as easy and clear for you to remain in contemplation in your inward and recollected state, as to live in the natural state.
I have an association that director means total authority. Director means they will never let you down. Director means just trust them and fulfill their vision, and know that the story will be told in its best incarnation.
The bitter might be just an initial reaction of, 'Oh my goodness, it's sold,' but not really understanding fully that I will be chairman emeritus of the new company, which is Ebony Media Operations. It is African-American led and owned, and I have a seat on the board, and I also have an equity position in the company, so I'm still there.
My transactions are above board: I do not have money deposited in other accounts and have transparently declared all assets. My real wealth is, however, my experience as cofounder of Infosys and as Aadhar Chairman, which gave away 60,000 crore identity cards to people of India as promised.
As long as we continue to live as if we are what we do, what we have, and what other people think about us, we will remain filled with judgments, opinions, evaluations, and condemnations. We will remain addicted to putting people and things in their "right" place.
I'm trying to figure out, Chairman of what Board? People come up to me and seriously say: 'Well, what are you Chairman of?' And I can't answer them.
All the details of the life and the quirks and the friendships can be laid out for us, but the mystery of the writing will remain. No amount of documentation, however fascinating, can take us there.
An agent friend of mine who will remain nameless said you can't make a romance about homeless people; nobody wants to see them kiss. And I thought, what a repulsive, repugnant, extraordinary thing to say. I had to think about the fact that the world is probably full of other people who feel like that. The very idea that we spend time trying to humanize humans is extraordinary to me.
I resigned from my position as Ushahidi Executive Director and member of the Board in 2010. However, my role as a co-founder and my journey as a woman in the technology space means that I remain inextricably linked to Ushahidi, for better or worse.
January. It was all things. And it was one thing, like a solid door. Its cold sealed the city in a gray capsule. January was moments, and January was a year. January rained the moments down, and froze them in her memory: [...]Every human action seemed to yield a magic. January was a two-faced month, jangling like jester's bells, crackling like snow crust, pure as any beginning, grim as an old man, mysteriously familiar yet unknown, like a word one can almost but not quite define.
Any time a running back reaches the age of 31 or 32, he has to lose a step. No one is a freak of nature. No one is going to be able to take the pounding a running back has to take over a 10- or 12-year career and not lose a step.
I think every responsible public board at every board meeting should be discussing succession. And, of course, Walmart has a very mature board: our chairman Rob Walton and other members. So succession is an ongoing. I think when I first joined the board of directors, it was discussed then. And it's discussed at every board meeting continually.
There were 31 teams that didn't think I was as good as the guys taken off the board. That's no disrespect to the talented players that they are, but I'm confident in my abilities and every time I go out there I want people to wonder why I wasn't on their board and why they didn't try to pick me up.
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