A Quote by Scott Walker

Chief executives that are successful make good chief executives. — © Scott Walker
Chief executives that are successful make good chief executives.
I'm a really big believer in chief executives not staying forever.
As we all know there have been fabulous women chief executives: Margaret Thatcher, Golda Meir.
Shareholder meetings are not usually the occasion for utter candor - or for that matter, arch sarcasm - by chief executives.
When you give chief executives too much compensation in stock options, they concentrate too much on the stock price, and there is a perverse incentive to raise the stock price, particularly when the chief executive wants to exercise his own options.
Chief executives, who themselves own few shares of their companies, have no more feeling for the average stockholder than they do for baboons in Africa.
It's not reasonable for companies that have chief executives and board members who are paid very considerable sums to subsidise low pay through in-work benefits.
Businessmen... were not born chief executives. They were often people first.
A lot of deals are done or not done because chief executives are not fully aligned to shareholders.
Most chief executives rise to that position by being good operating managers. Few have extensive experience or training with capital allocation. What CEO wants to return excess cash to shareholders when it could be used to expand his or her empire?
I'm here with Howard Millar and Michael Cawley, our two deputy chief executives. But they're presently making love in the gentleman's toilets, such is their excitement at today's results.
In fact, presidents and vice presidents are automatically audited by the IRS, which hasn't stopped other chief executives from making them public.
As an economist specializing in the global economy, international trade and debt, I have spent most of my career helping others make big decisions - prime ministers, presidents and chief executives - and so I'm all too aware of the risks and dangers of poor choices in the public as well as the private sphere.
President Obama's achievements and failures must be evaluated by comparison to those chief executives who have come before him and not be measured against the prophetically moral voice of Martin Luther King Jr.
It has become the custom in our country to expect all Chief Executives, from the President down, to conduct activities analogous to an entertainment bureau. No occasion is too trivial for its promoters to invite them to attend and deliver an address.
Good executives, like all good leaders, must expect opposition when making decisions or when making or enforcing the law. But executives must engage those that disagree with them.
Systematic decision review also shows executives their own weaknesses, particularly the areas in which they are simply incompetent. In these areas, smart executives don't make decisions or take actions. They delegate.
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