A Quote by Marc Randolph
The role of a founder-CEO is extremely lonely. You can't always be fully forthcoming with your board or investors or employees.
Related Quotes
I'm in a different position than most CEO's. I'm a founder. I'm not a hired CEO. Now, I can be fired by the board, but most CEO's are hired by the board.
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?
You don't think, when you start a company as the founding CEO, that if your venture actually works, you end up with three jobs: founder, CEO, and chair of the board. The first eight years at Bonobos, I have learned a lot about the tension between the first two. It didn't even occur to me that I had the third job until much later.
It's important to understand the compensation equation that a CEO and a founder has with his or her employees.
My role is really just to try to make sure that the voice of all shareholders and employees is heard - that no one is bullying their agenda, their choice of a CEO, or their selection of who should be the board members. Benchmark, I believe, has been pushing their agenda at the expense of those stakeholders.
The role of the board is advice and consent. If the CEO does not lay out a clear strategy and tries to get the board to set one, it will usually end in disaster.
When the founder of World Energy Solutions Inc. assembled his first board in 2000, it consisted of nine investors and friends. The group met quarterly, generally affirming Domaleski's every action. But the Worcester, Mass., company, which auctions electricity and gas credits, lacked customers and financing. It needed more from its board to survive.
I am honored to join the Under Armour Board, and look forward to seeing how a founder and CEO operates a dynamic and fast-growing company known for innovation and its competitive edge.
I used to think my job as a CEO meant managing metrics and meeting goals, but I've realised now that's it's about managing my board and employees.
In my role as executive vice president of development and acquisitions for the Trump Organization and founder and CEO of my own lifestyle brand, I've had a lot of practice negotiating.
Once scouting fully opens its doors to all who desire the same experience that so fully enriched me as a young person, I will be happy to reconsider a role on the advisory board.
Then, as she turned to walk away, Fred dropped the guillotine."So we're making Ev CEO," he said, his fork clenched in his hand. "You're going to get a passive chairman role and a silent board seat. We have some paperwork for you and a recommendation for a lawyer."Jack felt like he had just been hit in the face with a baseball bat. "Say that again," he stuttered to Fred, thinking he had heard incorrectly.Fred repeated himself almost verbatim: We're making Ev CEO. You're getting a passive chairman role. You will have a silent board seat. Here's the paperwork. Call a lawyer.
Because we weren't having success finding a CEO, our investors insisted that we hire these managers a temporary CEO and CFO. That didn't go great.
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.
It's easier to coach a technical founder how to be CEO and manage a business than it is to teach a professional CEO the nuances of that particular business.
I am fully on board with the Wellness Policy. Even after being suspended by it, I'm fully on board with it. I think it's really keeping people healthy in general.
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