Ceo Attitude Quotes

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A good attitude is worth as much or more than any skill or talent. In hiring, people with good attitudes should be prioritized.
Hendrith Vanlon Smith Jr.
When a company experiences new kinds of competition, it needs to urgently become a new kind of competition.
Hendrith Vanlon Smith Jr.
Don't hire someone who has a bad attitude. One persons bad attitude can wreak psychological havoc on a team of employees.
Hendrith Vanlon Smith Jr.
your success will be defined by your attitude towards the small stuff – the things most people overlook, ignore or don’t care about. The easiest way to do big things is by focusing on the small things.
Steven Bartlett (The Diary of a CEO: The 33 Laws of Business and Life)
In books, coaching sessions, and networking events aimed at the white-collar unemployed, the seeker soon encounters ideologies that are explicitly hostile to any larger, social understanding of his or her situation. The most blatant of these, in my experience, was the EST-like, victim-blaming ideology represented by Patrick Knowles and the books he recommended to his boot-camp participants. Recall that at the boot camp, the timid suggestion that there might be an outer world defined by the market or ruled by CEOs was immediately rebuked; there was only us, the job seekers. It was we who had to change. In a milder form, the constant injunction to maintain a winning attitude carries the same message: look inward, not outward; the world is entirely what you will it to be.
Barbara Ehrenreich
The pioneering CEO Harold Geneen compared egoism to alcoholism: “The egotist does not stumble about, knocking things off his desk. He does not stammer or drool. No, instead, he becomes more and more arrogant, and some people, not knowing what is underneath such an attitude, mistake his arrogance for a sense of power and self-confidence.” You could say they start to mistake that about themselves too, not realizing the disease they’ve contracted or that they’re killing themselves with it. If ego is the voice that tells us we’re better than we really are, we can say ego inhibits true success by preventing a direct and honest connection to the world around us. One of the early members of Alcoholics Anonymous defined ego as “a conscious separation from.” From what? Everything
Ryan Holiday (Ego Is the Enemy)
Qualities such as honesty, determination, and a cheerful acceptance of stress, which can all be identified through probing questionnaires and interviews, may be more important to the company in the long run than one's college grade-point average or years of "related experience." Every business is only as good as the people it brings into the organization. The corporate trainer should feel his job is the most important in the company, because it is. Exalt seniority-publicly, shamelessly, and with enough fanfare to raise goosebumps on the flesh of the most cynical spectator. And, after the ceremony, there should be some sort of permanent display so that employees passing by are continuously reminded of their own achievements and the achievements of others. The manager must freely share his expertise-not only about company procedures and products and services but also with regard to the supervisory skills he has worked so hard to acquire. If his attitude is, "Let them go out and get their own MBAs," the personnel under his authority will never have the full benefit of his experience. Without it, they will perform at a lower standard than is possible, jeopardizing the manager's own success. Should a CEO proclaim that there is no higher calling than being an employee of his organization? Perhaps not-for fear of being misunderstood-but it's certainly all right to think it. In fact, a CEO who does not feel this way should look for another company to manage-one that actually does contribute toward a better life for all. Every corporate leader should communicate to his workforce that its efforts are important and that employees should be very proud of what they do-for the company, for themselves, and, literally, for the world. If any employee is embarrassed to tell his friends what he does for a living, there has been a failure of leadership at his workplace. Loyalty is not demanded; it is created. Why can't a CEO put out his own suggested reading list to reinforce the corporate vision and core values? An attractive display at every employee lounge of books to be freely borrowed, or purchased, will generate interest and participation. Of course, the program has to be purely voluntary, but many employees will wish to be conversant with the material others are talking about. The books will be another point of contact between individuals, who might find themselves conversing on topics other than the weekend football games. By simply distributing the list and displaying the books prominently, the CEO will set into motion a chain of events that can greatly benefit the workplace. For a very cost-effective investment, management will have yet another way to strengthen the corporate message. The very existence of many companies hangs not on the decisions of their visionary CEOs and energetic managers but on the behavior of its receptionists, retail clerks, delivery drivers, and service personnel. The manager must put himself and his people through progressively challenging courage-building experiences. He must make these a mandatory group experience, and he must lead the way. People who have confronted the fear of public speaking, and have learned to master it, find that their new confidence manifests itself in every other facet of the professional and personal lives. Managers who hold weekly meetings in which everyone takes on progressively more difficult speaking or presentation assignments will see personalities revolutionized before their eyes. Command from a forward position, which means from the thick of it. No soldier will ever be inspired to advance into a hail of bullets by orders phoned in on the radio from the safety of a remote command post; he is inspired to follow the officer in front of him. It is much more effective to get your personnel to follow you than to push them forward from behind a desk. The more important the mission, the more important it is to be at the front.
Dan Carrison (Semper Fi: Business Leadership the Marine Corps Way)
I encourage you to treat this first meeting like a job interview, where you are interviewing to be the CEO of the seller’s company. Remember, having the right attitude is a critical component of the CEO mindset. It is here where it will start to move from theory to action. Be respectful and polite. Thank them for taking the time to meet with you and let them know you are interested in their opportunity. Give a history of your background, highlighting relevant accomplishments. Explain why you’re actively on the search, that you have a process, that you have taken the time to meet with banks and have arranged access to enough capital, and that you are committed to finding the right business in a certain timeframe. Compliment them by complimenting the business. Do this by highlighting a few characteristics that draw your interest to the company.
Walker Deibel (Buy Then Build: How Acquisition Entrepreneurs Outsmart the Startup Game)
The receptionist, a fifty-something woman, was a rigid gatekeeper—her attitude matching her tight bun. Her dark hair was pulled back so fiercely, it appeared to tug at her skin. She wasn’t impressed that they were the PWCPD or that they wanted an audience with Charles Windsor, the CEO. She scowled and asked, “What is this regarding?
Carolyn Arnold (The Silent Witness (Detective Amanda Steele #3))
They say when you put language to something, it creates meaning. Language creates the ability for someone to communicate and explore an idea more fully in a way that is not possible without language.
Sheri A. Smith (Spiritual Entrepreneurship: Raw Reflections of a Female CEO)
And what are these Morning Questions?” “Number one is: ‘How would I live out this day if I knew it was my last?’ Two is: ‘What do I have to be grateful for in my life?’” “That one’s good because it would help build my attitude of gratitude,” I replied. “Right. Three is: ‘What one thing could I do today to help make my life extraordinary?’ Four is: ‘What can I do to make today incredibly fun?’ And the fifth question is: ‘How can I help someone today?
Robin S. Sharma (The Saint, the Surfer, and the CEO: A Remarkable Story About Living Your Heart's Desires)
Discussions of entrepreneurship tend to focus on the personalities and attitudes of top management people, and especially of the chief executive. 4 Of course, any top management can damage and stifle entrepreneurship within its company. It’s easy enough. All it takes is to say ‘No’ to every new idea and to keep on saying it for a few years – and then make sure that those who came up with the new ideas never get a reward or a promotion and become ex-employees fairly swiftly. It is far less certain, however, that top management personalities and attitudes can by themselves – without the proper policies and practices – create an entrepreneurial business, which is what most of the books on entrepreneurship assert, at least by implication. In the few short-lived cases I know of, the companies were built and still run by the founder. Even then, when it gets to be successful the company soon ceases to be entrepreneurial unless it adopts the policies and practices of entrepreneurial management. The reason why top management personalities and attitudes do not suffice in any but the very young or very small business is, of course, that even a medium-sized enterprise is a pretty large organization. It requires a good many people who know what they are supposed to do, want to do it, are motivated towards doing it, and are supplied with both the tools and continuous reaffirmation. Otherwise there is only lip service; entrepreneurship soon becomes confined to the CEO’s speeches.
Peter F. Drucker (Innovation and Entrepreneurship (Routledge Classics))
They all dread hard talks and setting limits. But when they don’t address these issues, they inevitably foster an attitude in others that I have the right to do whatever I want because there is no reality that conflicts with my belief. In other words, they develop a culture of entitlement. If you’re on the board, if you’re the CEO or the pastor or the parent, you need to be the reality that conflicts with this belief.
John Townsend (The Entitlement Cure: Finding Success at Work and in Relationships in a Shortcut World)
Even if you get to be a CEO, you’ll still walk into a room with the attitude of “You guys are all so much smarter than me—that’s why you’re here, so I’ll just toss out a couple of ideas.” People love that. Who doesn’t love respect? The best leaders don’t just fake it till they make it; they fake it after they make it, but in the other direction.
Brian Wong (The Cheat Code: Going Off Script to Get More, Go Faster, and Shortcut Your Way to Success)
Don’t let ambition get ahead of opportunity. By fixating on a future job or project, you become impatient with where you are. You don’t tend enough to the responsibilities you do have, and so ambition can become counterproductive. It’s important to know how to find the balance—do the job you have well; be patient; look for opportunities to pitch in and expand and grow; and make yourself one of the people, through attitude and energy and focus, whom your bosses feel they have to turn to when an opportunity arises.
Robert Iger (The Ride of a Lifetime: Lessons Learned from 15 Years as CEO of the Walt Disney Company)
As a leader, you should want those around you to be eager to rise up and take on more responsibility, as long as dreaming about the job they want doesn’t distract them from the job they have. You can’t let ambition get too far ahead of opportunity. I’ve seen a lot of people who had their sights set on a particular job or project, but the opportunity to actually get that thing was so slim. Their focus on the small thing in the distance became a problem. They grew impatient with where they were. They didn’t tend enough to the responsibilities they did have, because they were longing so much for something else, and so their ambition became counterproductive. It’s important to know how to find the balance—do the job you have well; be patient; look for opportunities to pitch in and expand and grow; and make yourself one of the people, through attitude and energy and focus, that your bosses feel they have to turn to when an opportunity arises. Conversely, if you’re a boss, these are the people to nurture—not the ones who are clamoring for promotions and complaining about not being utilized enough but the ones who are proving themselves to be indispensable day in and day out.
Robert Iger (The Ride of a Lifetime: Lessons Learned from 15 Years as CEO of the Walt Disney Company)
DAN LOK’S NONNEGOTIABLES BUSINESS WELL-BEING: Sixty minutes a day spent on thinking, developing strategies, and keeping a pulse on my team. EMOTIONAL WELL-BEING: Thirty minutes a day spent on a morning ritual that includes visualization, Attitude of Gratitude meditation, and deep breathing exercises. FINANCIAL WELL-BEING: Thirty minutes a day looking at financials and investments and reviewing numbers. GROWTH: Sixty minutes a day learning. This includes reading, consulting with experts, and meeting with other founders and CEOs. PHYSICAL WELL-BEING: Sixty minutes a day of physical exercise, three times a week.
Dan Lok (Unlock It: The Master Key to Wealth, Success, and Significance)
Build a foundation for continuous growth What matters, then, is having a good education, good work habits, and a good attitude that gives you a foundation to build on. Popularity is about wanting people to like you, but happiness is about liking yourself. In most schools, the science fair is not the most popular event. Being in the math club isn’t nearly as cool as being on the football team. Some of my friends made fun of people on the debate team. But now they work for people who were on the debate team. Junior high and high school are critical times in our lives and our formative years. There’s so much emphasis on sports and not enough on studies. I love sports. I played sports growing up, still do. They teach discipline and teamwork and perseverance, and that’s all great. But we need to keep sports in perspective. Most of us are not going to play sports for a living. One in one million kids will play professional basketball. I don’t mean to depress you, but if you’re white it’s one in five million! The average professional football career is three and a half years. Even if you do make it, you still need a good foundation for life after football. When you study and learn, and take school seriously you may be called a bookworm, a geek, or a nerd, but don’t worry about those names. In a few years you’ll be called the boss. You’ll be called CEO, president, senator, pastor, or doctor. Thomas Edison, Henry Ford, and Harvey Firestone had summer homes next to each other in Florida. They were close friends and spent much of their summers together. Who you associate with makes a difference in how far you go in life. If your friends are Larry, Curly, and Moe, you may have fun, but you may not be going anywhere. The scripture says, “We should redeem the time.” You need to see time as a gift. God has given us 86,400 seconds each today.
Joel Osteen (You Can You Will: 8 Undeniable Qualities of a Winner)
In order to be diagnosed with the disorder, a person must have five or more of the following symptoms: 1. Exaggerates own importance, 2. Is preoccupied with fantasies of success, power, beauty, intelligence, or ideal romance, 3. Believes he or she is special and can only be understood by other special people or institutions, 4. Requires constant attention and admiration from others, 5. Has unreasonable expectations of favorable treatment, 6. Takes advantage of others to reach his or her own goals, 7. Disregards the feelings of others, lacks empathy, 8. Is often envious of others or believes other people are envious of him or her, 9. Shows arrogant behaviors and attitudes. Many people with NPD are thought to be in positions of power and fame, such as actors, politicians, CEOs, doctors, and lawyers.
Lena Derhally (My Daddy Is a Hero: How Chris Watts Went from Family Man to Family Killer)
You are not responsible for all the things that happen to you, but you are completely in control of your attitude and your reactions to them. If you feel annoyance, fear, or disappointment, these feelings are cause by you and must be dug out like a weed. Study where they came from, accept them, and then let them go. If you let outside pressures determine how you feel and what you do, you have just abdicated your job as CEO of your own life.
Karl Pillemer (30 Lessons for Living: Tried and True Advice from the Wisest Americans)
I’ve been asked a lot over the years about the best way to nurture ambition—both one’s own and that of the people you manage. As a leader, you should want those around you to be eager to rise up and take on more responsibility, as long as dreaming about the job they want doesn’t distract them from the job they have. You can’t let ambition get too far ahead of opportunity. I’ve seen a lot of people who had their sights set on a particular job or project, but the opportunity to actually get that thing was so slim. Their focus on the small thing in the distance became a problem. They grew impatient with where they were. They didn’t tend enough to the responsibilities they did have, because they were longing so much for something else, and so their ambition became counterproductive. It’s important to know how to find the balance—do the job you have well; be patient; look for opportunities to pitch in and expand and grow; and make yourself one of the people, through attitude and energy and focus, that your bosses feel they have to turn to when an opportunity arises. Conversely, if you’re
Robert Iger (The Ride of a Lifetime: Lessons Learned from 15 Years as CEO of the Walt Disney Company)