A Quote by Lynn Good

I become the face of the company, and that's a responsibility. — © Lynn Good
I become the face of the company, and that's a responsibility.
Shareholder activism is not a privilege - it is a right and a responsibility. When we invest in a company, we own part of that company and we are partly responsible for how that company progresses. If we believe there is something going wrong with the company, then we, as shareholders, must become active and vocal.
I'm involved in everything from a nutraceutical company to a pharmaceutical company to a medical device company. My whole world revolves around health, and I feel it's my responsibility, in a way, and I say it this way, and I don't take this lightly.
If you're CEO of a company, you have to be a public person. You're speaking to the press, you're speaking to investors, you're speaking to employees, you're the public face of the company and so kind of naturally you become more extroverted, more outwards facing.
A company and leaders of the company have the responsibility of the precious lives of all the human beings that work there.
A company has a greater responsibility than making money for its stockholders. We have a responsibility to our employees to recognize their dignity as human beings.
Profitability, growth, and safeguards against existential risks are crucial to strengthening a company's long-term prospects. But if these three factors constitute a company's 'hard power,' firms also need 'soft power': public trust and acceptance, won by fulfilling a company's social responsibility.
It's always been my expectation to be the top guy, the face of the company, the one with all of that responsibility. But that should be everybody's goal. I didn't get into this to just be in the middle of the pack. If you want to do that, go work in a different line of work. This isn't the place to camouflage yourself.
I myself saw Yahoo become a $100 billion company and then become a $10 billion company, so you always have to look at valuations with a grain of salt and understand it is a point-in-time measure.
One of the challenges associated with a company becoming large is that companies become hierarchical. They become bureaucratic. They become slow. They become risk averse.
When I am playing the protagonist of the film, before the release, I feel a certain pressure because I become the face of the film, then, and I have a major responsibility.
If I ran the whole place like it was my way or the highway, we would not be as good a company. I'm going to have mistakes - they'll be made on my watch and will embarrass me. But I'll also make sure the company learns from them so it can become a better company.
The responsibility of the company is to help the people, grow as people. If we can do that, then the company will grow as a company.
If we face recession, we should not lay off employees; the company should sacrifice a profit. It's management's risk and management's responsibility. Employees are not guilty; why should they suffer?
I love being a worship leader, but because I'm also a record company owner, a publishing company owner and a brand developer, I have an economic and a fiscal responsibility as well.
I have the right to interpretation as a dramatist. I research. It's my responsibility to find the research. It's my responsibility to digest it and do the best that I can with it. But at a certain point that responsibility will become an interpretation.
You simply can't be tentative in a startup. You have to go for it at every chance you get. And if the leader of the organization is anxious, his or her fear pervades the organization. Everything comes from the top in a company. So if you are starting a company or building one, face your fears and move past them. It's critically important to your company.
This site uses cookies to ensure you get the best experience. More info...
Got it!