A Quote by John Collison
Culture is what happens when the CEO isn't in the room.
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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.
You won't find a CEO who doesn't talk about a 'powerful culture' as a source of competitive advantage. At the same time, you'd be hard-pressed to find a CEO who has much of a clue about the strength of that culture.
A congressman actually apologized to BP's CEO for the way the company has been treated. How stupid are you when the CEO of BP is in the room and people think you're the moron?
The film culture has no room for ideas. The literary culture has some room, but not less than they should, and the academic culture has a lot, but there's no way to communicate it in a wide way.
It doesn't matter what's written on a coffee mug or on a 'culture' slide; what you do as a CEO, day in and day out, and how you behave will define your company's culture.
As a CEO, you get sucked into dealing with all the tasks of being a CEO. There's a big meeting, a big discussion, and you get into all the big issues, which is your job. But what CEOs often lose sight of is that it's all about the people who work for you. For every 1,000 decisions, 999 were being made when I was not in the room.
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.'
Somebody asked me 'what's the job of a CEO', and there's a number of things a CEO does. What you mostly do is articulate the vision, develop the strategy, and you gotta hire people to fit the culture. If you do those three things, you basically have a company. And that company will hopefully be successful, if you have the right vision, the right strategy, and good people.
The organization reflects the behavior and characteristics of the CEO, and that establishes the culture. Foster an environment of open communication, and the organization inherits a culture of open communication.
There is room for everyone; there is room for every culture, race, language and point of view.
The first step in changing a culture, I believe, starts with the senior leadership team - and with the CEO.
An approachable and authentic CEO is essential to fostering a high-performance, open communications culture.
Hell will freeze over before this CEO implements another employee benefit in this culture.
With the films, it starts off with certain coordinates in the world and seeing what happens. What happens if you place yourself at an oil refinery in the Middle East? What happens if you place yourself in the White House Cabinet Room? What happens if you place yourself with Brad Pitt on the set of a film? And so on. And no matter what I capture, there is a sense of déjà vu to it, like you might have come across this visual before.
I think a CEO lives or dies in whether he's been able to hold on to elements of culture that are needed in the company.
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.
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