A Quote by Ross Levinsohn

A CEO needs to build their own team. — © Ross Levinsohn
A CEO needs to build their own team.
If the CEO doesn’t see the playing field, nobody else can. The team may need to see it too, but the CEO really needs to be able to see the entire competitive space.
You want a CEO that understands they need to build a team around them that's sharper and smarter than they are.
Study and keep your attention on whatever it is you're going into. Build a good team. The team needs to know what it's doing They need to be people you can trust and people you can work well with.
One of our first jobs was at Saba Software. We were helping them build their products for the cloud. We wanted to build our own product and move away from consulting. We were looking for a change. The CEO of Saba introduced me to Marc Benioff.
As difficult as it is to build a team, it is not complicated. In fact, keeping it simple is critical, whether you run the executive staff at a multi-national company, a small department within a larger organization, or even if you are merely a member of a team that needs improvement.
I like track and field for the simple reason that I determine my own outcome. I don't rely on my coach or the president or the CEO making a decision. I'm kind of like the CEO of my own corporation.
The thing about startups is you can make it, and if it's wrong you can remake it, and you can build a team that you want to have, a product that you want to have. You're utterly focused on your users or your customers and their needs, and trying to figure out how to meet those needs.
Today's president, CEO or managing director needs to be a disruptive influence with imagination, vision, and courage to lead the organization into new and dangerous territory. The leader must be an entrepreneurial driver who can inspire the team to boldly venture into uncharted lands.
I wouldn't be a CEO today if I didn't do different things to build capabilities and build experiences because to come a leader, you need varied experiences.
Our next CEO needs to thrive in a highly dynamic environment, to be capable of accelerating what is working very well for Cisco and disrupting what needs to change.
I'm not trying to get back on a team, but I have tried to stay in shape just in case a team needs a point guard. A championship team. I wouldn't go to any other team.
Build an environment that empowers your team to take risks. Set metrics for what needs to be achieved and measure against them to track progress along the way. If targets aren't being met, challenge your team to reassess and come back with a new strategy. And create a culture where people are awarded for challenging the status quo.
Of course it's better to have good players to build a better team. But to build a team, you need to have time.
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.'
Nowadays you don't need to be a senator or a CEO or a celebrity to have a voice in the media, and if you happen to be a senator, a CEO or a celebrity, you have a thousand people each with their own respective audiences to hold you accountable.
You want to build your own team for the highest level, and that happens more with teams that stay together.
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