A Quote by David Cohen
Deciding whether or not to bring in an outside CEO is one of the most gut-wrenching decisions that a founder will ever need to make.
Related Quotes
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.
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'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.
One of the big failures for the big auto companies is that even the CEO and the top management often don't understand design and manufacturing. As a CEO, you have to make decisions; you need to have knowledge.
Deciding to be honest was one of the hardest decisions I have ever made, and also the most important.
While Safeco's turnaround is one of the greatest things I have ever participated in, the heart-wrenching decisions to let people go will stay with me forever.
The more decisions we make in a day, the more likely we are to make bad decisions - because deciding wears us down. You start making decisions in the morning, and by the middle of the afternoon, you're running on fumes.
One of the perks of growing up, but also one of the biggest challenges, is making decisions about the future. Deciding what kind of job you want, whether you want to finish school, or whether you want to go to university are huge choices to make.
I will not sleep fine if Donald Trump wins and I will not sleep fine is Hillary Clinton wins. Whether you are looking at nuclear weapons, whether you are looking at expanding wars and their blowback, which will not stop as long as those wars continue to expand, or whether you're looking at the climate, in my view, we have no choice. This is an existential moment. We are deciding not only what kind of world we will have, but whether we will have a world or not. I think it's very important to get outside this box that tells us we are powerless, when in fact, we are powerful.
Rejection, though--it could make the loss of someone you weren't even that crazy about feel gut wrenching and world ending.
The millions or billions of micro decisions that you're going to make, that's what will determine who you are as a writer, not you deciding in advance.
You mustn't regret decisions that you make. Because the decisions are made out of your gut in a way and you have to stick with them.
Most of the time, I see what I see, I search my feelings, and then I make my decisions based on my gut - and I don't always make the right ones.
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.
Believing in the good of humanity is a revolutionary act - it means that we don't need all those managers and CEO's, kings and generals. That we can trust people to govern themselves and make their own decisions.
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