No one is born a CEO, but no one tells you that. The magazine stories make it sound like Mark Zuckerberg woke up one day and wanted to redefine how the world communicates [by creating] a billion-dollar company. He didn't.
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.'
In life, you don't have a level of confrontation and the nonsense you run into when you're a CEO. CEOs aren't born.
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.
Every time a new CEO came, I got a promotion till I was made CEO myself.
I'm not going out there screaming, 'I'm CEO! I'm CEO!' That's not the way to do it.
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.
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.
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.
As CEO, I accept responsibility for the irregularities that have been found in diesel engines and have therefore requested the Supervisory Board to agree on terminating my function as CEO of the Volkswagen Group.
Keynes vs Hayek? Friedman vs Krugman? Those are the wrong intellectual debates. Its you vs. Tony Hayward, BP CEO, You vs. Lloyd Blankfein, Goldman Sachs CEO. And you are losing...
We're born to shimmer, we're born to shine
We're born to radiate
We're born to live, we're born to love
We're born to never hate.
I can tell you, because I serve on so many nonprofit boards - where half of us are academics and half of us are from Wall Street - that there's no CEO who understands at all a derivative. All they know is that somebody tells them in their organization, 'We've got a wonderful profit center.'
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.