A Quote by Jay DeMarcus
You learn really quickly how not only to be an artist, but you also become all of a sudden the CEO and owners of a company that you have to make major decisions about that I don't think we were fully prepared for in the beginning.
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Certain things you learn through exposure. It's really the elements which make up any artist. You really learn by example. You learn by influence. And some people have a huge impact on you, and that's how you become the artist you are.
I think, you know, a fellow CEO said to me that the interesting thing about being CEO that's really striking is that you have very few decisions that you need to make, and you need to make them absolutely perfectly.
What I found fascinating was just how quickly the best of the young Negro League players were drafted into the major leagues once Branch Rickey broke the color line by hiring Jackie Robinson. It was clear that all of the major league owners already knew the talents of the black ballplayers that they had refused to let into their league.
We're beginning to enter an era where it gets really cheap and really fast to begin to do things like make fuels, and make textiles, and make extra teeth for ourselves. And we're beginning to think about how we regrow our bladders.
If I spend all of my day in the details as a CEO of a company like Wal-Mart, I think it would be trouble, because I wouldn't really be prepared to speak to the big issues that the country or the world should face.
In a company where tech decisions were still ultracentralized, the repercussions of a distracted CEO had to be damaging.
I'm the CEO of a small growing company, and at each stage of our growth, it's become apparent to me that I need to adapt my leadership style and learn new approaches. When I completed the assessment, asking my own team to provide feedback on the 15 qualities of presence, I learned a lot about the leader I have yet to become.
There’s nothing in the world worse than having an opportunity that you’re not prepared for. Good luck usually follows the collision of opportunity and preparation - it’s a result of that collision. You’ve got to be prepared. So, make your mistakes now and make them quickly. If you’ve made the mistakes, you know what to expect the next time. That’s how you become valuable.
I came up professionally as a lawyer, and when you're a lawyer, writing a 50-page brief in one night is just another day at the office. You learn to make choices really quickly, and you learn how to get thoughts down very quickly.
That's a good question. I think there should be many other women CEO s. It feels natural to be a CEO of WellPoint, and part of the reason may be that women may be drawn to healthcare as a profession. Women make 70 percent of all healthcare decisions. Women are currently available-ready, willing, and able-to be CEOs of major Fortune 50 or 500 companies. And I expect them to emerge as such over the days, weeks, and months ahead.
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?
I think it's always interesting when you see a company start moving so quickly - it's like wow, incredible. When a company like Uber starts breaking away, it's not a linear thing. It's exponential. All of a sudden, the guy you know who threw $25,000 at Uber very early on - all the sudden, that $25,000 is $25 million.
Spaces of liberation are, in a certain way, some kind of social spaces where people can not only get together and think about something else, but also act together. If you are thinking about an elemental solidarity, you are thinking about people acting together and taking decisions together, and thereby beginning to think about what sort of society they want to create. So, there is a need for liberated spaces; that is really difficult.
A congressman actually apologized to BP's CEO for the way the company has been treated. How stupid are you when the CEO of BP is in the room and people think you're the moron?
You know, comics were created at the same time as the cinema. And the cinema very quickly became a major art. Cartooning didn't become a major art. There's a reason for that. People don't know how to deal with drawings.
I visit T-Mobile call centers. We've got about 18 major call centers in the US, and before I was CEO, I heard that no CEO had gone to physically visit them. I go in, they meet me outside, we take selfies as I stand like a piece of furniture, I tell them about how things are going - but most importantly, I say thank you and help them see that their behavior and their work has driven the culture of the company that's changed the industry and the whole world. It's a bit of a love affair.
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