Yusuf Hamied Quotes

Personal ambition is 'I want to be CEO.' Greater vision ambition is, 'I want to lead this company so that people want to work here.'

Many corporate leaders and employees have the right intentions, but it can be overwhelming when you consider how everything is affected from leadership styles, to organizational structure, to employee engagement, to customer service an marketplace.

Vision is dandy, but sustainable company excellence comes from a huge stable of able managers.

Clearly in my mind, I have two distinct positions - owner and manager. So I am open to reviewing my performance as a manager as any other person in Sun Pharma.

People say the most important thing is building a world-class team.

Clearly, as a CEO, you have other functions that are managed by other people.

Obviously I've got a great team of people within the company. You can't operate all by yourself. We have a good board of directors and a big bench, and they can make decisions if I'm not around.

The executive moves we are announcing today will strengthen American for the long-term future and reflect well on the depth of the Company's management team.

I believe the director's primary role is to create an atmosphere where his company can be created.

I described the CEO job as knowing what to do and getting the company to do what you want. Designing a proper company culture will help you get your company to do what you want in certain important areas for a very long time.

If I spend all of my day in the details as a CEO of a company like Wal-Mart, I think it would be trouble, because I wouldn't really be prepared to speak to the big issues that the country or the world should face.

I learned a lesson that I don't ever want to be a CEO.

For the label to grow, it has to have great executives who understand the culture, understand the mission, and can lead. I don't want to be part of every decision.

I thought one of the best things I ever did in my career was getting my first staff together at OU... That's exciting to me. The opportunity to put it together and help it grow.

The right people don't care about a corner office - they care about the culture, if you're mission-driven, what you're going to do to make the world a better place.

My mom is my manager and handles day-to-day business to keep the DeGarmo machine up and running! She's a huge, huge part of my career and my life.

The great thing about David Poile and Nashville is they believe in the people that they hire and they stick with the people that they hire.

If you hire great people, and they're all self-motivated, then you can get by without a lot of structure.

You need continuity at clubs.

I am the CEO of HCL Corporation, and, of course, a large part of my time does get spent in HCL Corporation, whether it is in actively managing our investments or perhaps even the governance and accountability and really seeing the strategic direction forward for HCL Corporation.

CEOs are also chief capital allocators. This is a point Warren Buffett has repeatedly made: that the role management plays in allocating capital across businesses and boosting returns on that capital is a critical yet poorly recognized one.

You hire well and just make sure you have enough runway for everyone to grow in the company's success. It creates loyalty and opportunity, really.

It's not my job to rate managers. My focus is on me and my team.

When employees join executives in truly owning the responsibility for business success, an exciting new sense of teamwork takes hold.

I'm really not a great businessperson. I understand business, and I understand numbers, but I think what I understand more than that is people... Ultimately, I think businesses fail and people fail because they don't have their act together.