A Quote by Michael Eisner

21 years as CEO is a long time. I was and probably still am the longest serving CEO in America. Certainly I am in the media industry, bar none. — © Michael Eisner
21 years as CEO is a long time. I was and probably still am the longest serving CEO in America. Certainly I am in the media industry, bar none.
Sure I am a religious man who is also passionate about conserving the environment. But I am also a CEO, with all the bad habits and attitudes that are natural to the species. . . . I am still naturally self-interested, overconfident, full of pride, and eager to control a meeting as any CEO in America. Every day, I struggle with my ego.
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.
When I was made CEO of Reynolds the first time, someone asked me what it was like to be a female CEO. But I said, 'I don't know what its like to be a male CEO, so I can't really answer that question.'
Every time a new CEO came, I got a promotion till I was made CEO myself.
Nowadays you don't need to be a senator or a CEO or a celebrity to have a voice in the media, and if you happen to be a senator, a CEO or a celebrity, you have a thousand people each with their own respective audiences to hold you accountable.
I argue that once it became clear that the most important function of the CEO was to develop and enact the corporate strategy, that often had the effect of distancing him from people below him in the organization. It also encouraged the idea that if a CEO were a great strategist for a company in one industry, he would probably be a great strategist in another industry. And that usually hasn't proved to be the case.
I am who I am, and I'm focused on that, and being a great CEO of Apple.
As a former CEO and senior executive, there was a time when I did not quite understand the profound impact a CEO has on the culture of a company, even though I always knew culture was important.
I think to some degree one of the strengths of the high tech industry is that people are actually willing to tell you things. When I went to Novell, I didn't know how to be a CEO, so I went in and I called all sorts of CEOs I knew. I called in a favor. I wanted to come by and listen to them tell me what it's like to be a CEO.
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.
When you take away all the people whose shoulders a CEO stands on, the CEO is just a person.
I'm not going out there screaming, 'I'm CEO! I'm CEO!' That's not the way to do it.
For the longest time, I just felt like I had to be really, really harsh to be taken seriously as a CEO.
In a large successful company where your power base as CEO isn't all that secure, it's hard for a CEO to pursue a truly disruptive strategy.
Because one of the main jobs of a CEO is to set the vision and strategy for the company, I'm a big believer in making one of the founders the default CEO.
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.
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