A Quote by Greta Van Susteren

People often ask why I left CNN.....I didn’t like management. I liked my colleagues in the news gathering but the corporate culture that seized management when AOL came in (Steve Case and Gerry Levin) was disgusting.
People often ask why I left CNN - I didn't like management. I liked my colleagues in the news gathering but the corporate culture that seized management when AOL came in (Steve Case and Gerry Levin) was disgusting.
Fixing culture is the most critical ? and the most di?cult ? part of a corporate transformation… In the end, management doesn’t change culture. Management invites the workforce itself to change the culture.
[Corporate programming] is often done to the point where the individual is completely submerged in corporate "culture" with no outlet for unique talents and skills. Corporate practices can be directly hostile to individuals with exceptional skills and initiative in technical matters. I consider such management of technical people cruel and wasteful.
Remember when those CD-ROMs from AOL came in the mail almost every day? The company was considered ubiquitous, invincible. Former AOL CEO Steve Case was no less a genius than Mark Zuckerberg.
What we call a financial crisis is really at its core a crisis of management, and not just a crisis of management, but a crisis of management culture. ...In other words, what you had is a detachment of people who know the business from people who are running the business.
Time management is really personal management, life management. and management of yourself.
Security is always going to be a cat and mouse game because there'll be people out there that are hunting for the zero day award, you have people that don't have configuration management, don't have vulnerability management, don't have patch management.
Corporate culture matters. How management chooses to treat its people impacts everything - for better or for worse.
I believe Washington should be a more active participant focusing on the issue of why corporate shareholders and mutual fund shareholders are not given fair treatment by corporate management and mutual fund management. We need to develop a national standard of fiduciary duty to ensure that these agents, if you will, are adequately representing the principles - pension beneficiaries and mutual fund shareholders - whom they are duty bound to serve.
Many think of management as cutting deals and laying people off and hiring people and buying and selling companies. That's not management, that's deal making. Management is the opportunity to help people become better people. Practiced that way, it's a magnificent profession.
We live in a world where the laws are getting so tight that management has changed to micro-management to quantum-management to paralysis.
When I wear the hat of management, it is important that our management behaves and conducts as management accountable to the board.
Management did not emanate from nature. Management is not a tree: it's a television set. Somebody invented it. It doesn't mean it's going to work forever. Management is great. Traditional notions of management are great if you want compliance. But if you want engagement, self-direction works better.
I'm difficult for management. That's why I have the reputation because nobody challenges management.
The one thing I will say is management is management. Culture is culture. You have to have a formula for those things. You have to believe in what you do and how you do it, but then you go to different environments and you have to be willing to adapt. You have to be willing to tweak things based on where you are.
You can’t mandate [cultural change], can’t engineer it. What you can do is create the conditions for transformation. You can provide incentives. You can define the marketplace realities and goals. But then you have to trust. In fact, in the end, management doesn’t change culture. Management invites the workforce itself to change the culture.
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