Ceo Leadership Quotes

Public hangings are teaching moments. Every company has to do it. A teaching moment is worth a thousand CEO speeches. CEOs can talk and blab each day about culture, but the employees all know who the jerks are. They could name the jerks for you. It's just cultural. People just don't want to do it.

A positive, high-performance culture can quickly turn negative if the CEO is not rigorous in constantly articulating values and holding people accountable for both results and values.

The most important thing is, Do you have the courage to admit that you're wrong? And do you change? The most important thing to me as a CEO is that we keep the courage.

Clearly, every company needs a leader. That's an important part of being the CEO of the company.

The administration must act promptly to ensure that the central premise of the Affordable Care Act is executable and, rather than dismissing criticism, should examine it in good faith and work to serve the needs of the people. President Obama must approach this problem like a CEO confronting a very bad product launch.

When I became the CEO of Burberry in July 2006, luxury was one of the fastest-growing sectors in the world.

The final test of greatness in a CEO is how well he chooses a successor and whether he can step aside and let the successor run the company.

At the heart of any good business is a chief executive officer with one.

If being open and honest with my customers is naive then it's fine with me. CEOs who hide behind that all-seeing, all-knowing veneer are playing a game anyway, it's not real. I am quite happy to be seen for who I am.

The chief strategist of an organization has to be the leader - the CEO.

The Fourth Industrial Revolution demands that CEOs take responsibility for the massive transformation of their businesses and for the extraordinary impact that this transformation will have on wider society.

My becoming the CEO is a testament to our long commitment to diversity inclusion. And I intend to really focus and really pay that forward for our future diverse leaders at Deloitte.

Without question, CEOs, executives and employees in companies in the United States and around the world have rallied to face the challenge of a social media marketplace.

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.

I raise money the old fashioned way, I go out and tell people what I think. And I say to them, "If you hire me, I'm a CEO, and I'll listen to you. But at the end of the day, I'm going to make the decision, something I've done throughout my whole career with, frankly, great success."

CEOs must go beyond working with policy-makers on new regulatory frameworks. They must also commit to the principle that success cannot be measured by profitability and growth alone.

The success, or failure, of a CEO to implement AI throughout the organization will depend on them hiring a leader to build an organization to do this. In some companies, CIOs or chief data officers are playing this role.

By the time I stepped down as Xerox's CEO in 2009 - and as chairman in January 2010 - Xerox had become the vibrant, profitable and revitalized company that it still is today. What made the difference was a strong turnaround plan, dedicated people and a firm commitment from company leaders.

CEOs are hired for their intellect and business expertise - and fired for a lack of emotional intelligence.

Twenty years ago, you might have been pessimistic and said there's no hope. But these days, some of our very biggest companies are acting remarkably cleanly. And in some cases, although not all cases, the CEOs are the driving forces behind that.

A risk-taking environment starts at the top of a corporation. If the CEO doesn't have this spirit, chances are you won't find it anywhere else in the organization.