A Quote by Julia Hartz
I think there's real value in having a founder CEO. Obviously, I'm biased, but I'm driven by a purpose and a mission and a vision, not just profits.
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I think that the CEO is responsible for setting the vision, for articulating the mission, and for building a team of powerful evangelists that share that mission and that passion, because no one person can do anything by themselves.
Having a higher purpose is more than just about profits. You actually end up making more profits in the long run because employees really are a lot more engaged and customers see the higher purpose in the company.
Am I as experienced, or mature, or smart as others CEOs? No probably not, but there's something, I think, very useful about having a founder as the CEO.
Profitability is a shallow goal if it doesn't have a real purpose, and the purpose has to be share the profits with others.
Economic theory dictates that the value of a company is basically the present value of its future profits. To estimate Facebook's value through its future profits, we need to have a view on its user growth and how this will evolve in the next 10 to 50 years.
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?
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.
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.
Exceptional firms have always been good at aligning their mission or purpose with their execution and, as a result, have enjoyed category leadership in sales and profits.
Where do poor young people turn? ISIS has a mission for you to change the world! It's a horrific vision, but it's a vision. Perhaps for white supremacists, you can add the additional storyline that they believe that they are having something taken from them by outsiders, by immigrants. Not only are they losing out and bored, but they think they are victims and that they know who is responsible.
You don't think, when you start a company as the founding CEO, that if your venture actually works, you end up with three jobs: founder, CEO, and chair of the board. The first eight years at Bonobos, I have learned a lot about the tension between the first two. It didn't even occur to me that I had the third job until much later.
Leaders instill purpose through their words and their actions. Their communications demonstrate a commitment to vision and mission, but their behaviors underscore its real importance. What a leader does is far more important than what he or she says. People want to see action and help achieve results.
I think the thing that impressed me is (AT&T CEO Michael) Armstrong's strategic vision and the fact that he's got John Malone (TCI's chairman) to go along. There's a real commitment to build a new AT&T.
I think that there's a real appetite for opinion-driven satire, not just generic making jokes about what's in the news but actually point-of-view-driven stuff.
I think also, obviously, having someone like Lucas [Goodman], and the people around me are very, not gender-driven or any of that, so when we come in as thing, that's what it is. You can work with us or not work with us and I think that has been helpful. I don't try to put myself in a vulnerable position in that way. I won't just sit quietly.
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