Malcolm Forbes Quotes

Too many talk about a company's leadership, referring to the senior most executives in the organization. They are just that: senior executives. Leadership doesn't automatically happen when you reach a certain pay grade. Hopefully you find it there, but there are no guarantees.

I used to think my job as a CEO meant managing metrics and meeting goals, but I've realised now that's it's about managing my board and employees.

The Secret Service today is awash in managers, not leaders.

I'm really good at telling people 'no.'

'No' is a dynamic that you've got to master before you can ever master 'yes.'

Learn to say no, so your yes has some oomph.

I think because I have great difficulty saying the word, 'no,' almost every day's a different adventure.

I just was non-political and didn't see myself as a person who could push people around, make their decision, you know, and tell them how lousy their work was.

I think in any organization you want your manager to have a strong opinion. You don't want them to just say, 'Yes, sir' to things they don't believe in.

I need to learn to be more assertive.

Decisiveness is the one word that makes a good manager.

I mean, I didn't - I should have demanded attention of the boss maybe, or something like that that might have backfired. This I would just take as it came.

Great companies in the way they work, start with great leaders.

There are leaders vocally, and there are leaders by example. I think I'm starting to become better at being a leader vocally, just talking on the court.

I bring values, resiliency, a thick skin, and I'm not afraid to be confrontational. I don't remember anyone before bringing that to the table.

I'll tell you something: my dad was a nuclear engineer and he was really bright, and I've always said that because of negotiating at such a young age with my dad, it was really such a gift because I could then negotiate with very difficult personalities - and not end up being the scapegoat. I learned to really pick and choose my battles.

The biggest cowards are managers who don't let people know where they stand.

A chief of staff has to reflect the president's governing style.

I must make decisions every five minutes and give the impression of being sure of myself! Sincerely, this is the cause of my verbal violence.

Maybe because I've worked in the BBC for so long I am completely allergic to meetings.

I think I can bring tremendous leadership.

I think every manager is different in their own way.

I've had many managers, and learned a lot from them, the good ones always stayed even-keeled, never rode the waves.

I'd like to be more assertive when it comes to confrontation. I'm fine on the pitch, but off the pitch, I'm a bit of a softy.

If you are a manager with a new owner who has more ideas than knowledge, all you can do is get your head down and do your best, which is what Malky Mackay did at Cardiff.