A Quote by John J. Legere

I visit T-Mobile call centers. We've got about 18 major call centers in the US, and before I was CEO, I heard that no CEO had gone to physically visit them. I go in, they meet me outside, we take selfies as I stand like a piece of furniture, I tell them about how things are going - but most importantly, I say thank you and help them see that their behavior and their work has driven the culture of the company that's changed the industry and the whole world. It's a bit of a love affair.
They have a new CEO in Wells Fargo . I don't know much about him. The lady who was involved to some degree in the shenanigans along with the CEO are gone. So I need to see where things stand before we go any farther at this point.
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.
Every time I meet the CEO of a record label I tell them how they did it in the seventies because they want to know. I tell them, "Sign a hundred people! Throw it against the wall and see which ones stick!" And they frown and say, "Oh, we can't do that!" and they start mumbling about demographics and this and that.
And if I may, call your mom, everybody. I've told this [to], like, a billion people, or so. Call your mom, call your dad. If you're lucky enough to have a parent or two alive on this planet, call 'em. Don't text. Don't email. Call them on the phone. Tell 'em you love 'em, and thank them, and listen to them for as long as they want to talk to you. Thank you. Thank you, Mom and Dad.
I've been quite fortunate to visit juvenile detention centers in Australia, jails in Western Australia. To be able to go out there and visit and see what it's like, you get a feeling for it.
I have to meet everybody I work with before I work with them. Before I say yes, I have to meet them, and then I take it from there. I don't care if you've had the best record or the worst. That doesn't matter to me. I don't care about that stuff.
If you have 15 minutes per visit, and you spend the first 9 minutes just collecting information from them, before you do anything else, you know half of your visit is gone already. So if you have an automated system that has most of that and, and in some cases I actually have patients complete questionnaires before they come in, so I'd gotten most of the information I need to ask about, already recorded, instead of having 9 minutes I can take 3 minutes to review all this information.
I try to return my calls but I get inundated with emails and I can't answer them all. So often, I have to refer to them my webpage and the frequently asked questions or refer them to the books. But if they take the time to call me, I try to call back. You know, I am really busy, but just happened to have an hour in the hotel room and had some time before I have to meet some people about 20 minutes.
People often say to me, "How come you don't want to be CEO of a company?" And I tell them, "I don't want to." I know I can do it, but I don't enjoy it. Why does that have to be the definition of success?
The company [Microsoft] really has to chart a direction in mobile devices. Because if you're going to be mobile-first, cloud-first you really do need to have a sense of what you're doing in mobile devices. I had put the company on a path. The board as I was leaving took the company on a path by buying Nokia, they kind of went ahead with that after I told them I was going to go. The company, between me and the board, had taken that sort of view. Satya, he's certainly changed that. He needs to have a clear path forward. But I'm sure he'll get there.
Even though I knew I was inside the space shuttle getting ready to go fly, something about it wasn't completely real up until we got the call at about one minute to go, to close and lock our visors and start our oxygen flow. People often ask me, "What did it feel like right at the moment of launch?" And they're surprised when I tell them actually what I felt was relief. It wasn't like being anxious or scared or anything. It was relief because this is something I had wanted to do my whole life and now that the boosters had lit, we were on our way to go do it and nothing was going to stop us.
I raise money the old fashioned way, I go out and tell people what I think. And I say to them, "If you hire me, I'm a CEO, and I'll listen to you. But at the end of the day, I'm going to make the decision, something I've done throughout my whole career with, frankly, great success."
Tell all the fans that I completely adore them, and tell them I say, 'Thank you so much', for their love and support; and that I miss them terribly, and hopefully I get to see them or they get to see me up on the screen soon. And send my love, definitely.
The CEO is, by far, the most important decision for a company... The company is going to rise and fall with the CEO.
When you take over a company like GE, you think you're going to visit 100 businesses. You're going to go see the factories you haven't seen before. You're going to see a site in Texas and one in Canada and stuff like that. That has fallen by the wayside.
I find what I call the [bleep] side of the industry very difficult. You won't see me at other peoples' premiers. I mean, I go to my own premiers because I have to help my film, but I don't enjoy that whole side of it. I don't enjoy celebrityhood. I love getting a seat in a restaurant. I love it when people say hi when I don't know them. I mean, that's fine, but apart from that, I like the elements of celebrityhood which make living in the world like living in your own village.
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