A Quote by Mark Pincus

I think I give myself high marks being an entrepreneur and entrepreneuring a big idea about how popular social gaming could be. But I learned a lot of hard lessons on the CEO front... and do not give myself very high marks as a CEO of a large-scale company.
In a large successful company where your power base as CEO isn't all that secure, it's hard for a CEO to pursue a truly disruptive strategy.
As a boss, as a CEO, as a creative director, as a chef, I've learned that failure will always come. I've learned to give it a big squeeze, smile at it, humble myself to it and then use it as a springboard to send me on my way to strength, success, and fulfillment.
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.
Because one of the main jobs of a CEO is to set the vision and strategy for the company, I'm a big believer in making one of the founders the default CEO.
One of the most important things for any leader is to never let anyone else define who you are. And you define who you are. I never think of myself as being a woman CEO of this company. I think of myself as a steward of a great institution.
The most important thing for any con artist is never to think like a mark. Marks think they can get something for nothing. Marks think they can get what they don’t deserve and could never deserve. Marks are stupid and pathetic and sad. Marks think they’re going to go home one night and have the girl they’ve loved since they were a kid suddenly love them back. Marks forget that whenever something’s too good to be true, that’s because it’s a con.
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?
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.
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.
It is very rewarding when you see your employees happy and excited about the success of the company. When you introduce something new, a product in the world that gets really high marks and everyone loves using it and raves about it. You will feel very good about it.
Every time a new CEO came, I got a promotion till I was made CEO myself.
I give myself homework when I have an audition. I give myself goals, and that's how I check how I'm doing. It can be something simple like 'listen,' or 'find your feet.' And then afterward it's an assessment, so in a way it's not about booking the job or not. It's about what I learned as an actor about that character.
When I was a CEO, the books on management that I read weren't very much help after the first few months on the job. They were all designed to give you directions on how not to screw up your company.
The CEO is, by far, the most important decision for a company... The company is going to rise and fall with the CEO.
High school was interesting. For a lot of people, high school was just a big social experiment, and I think the value of high school was not so much learning how to be a great student... but I think it's learning how to interact with people and be social. I would say that in that endeavor, I completely failed.
Maybe it's whiner's fatigue, but I'm getting tired of hearing about how hard it is to start a company and be a CEO. It's not that hard.
This site uses cookies to ensure you get the best experience. More info...
Got it!