Ceo Best Quotes

How people themselves perceive what they are doing is not a question that interests me. I mean, there are very few people who are going to look into the mirror and say, 'That person I see is a savage monster'; instead, they make up some construction that justifies what they do. If you ask the CEO of some major corporation what he does he will say, in all honesty, that he is slaving 20 hours a day to provide his customers with the best goods or services he can and creating the best possible working conditions for his employees. But then you take a look at what the corporation does, the effect of its legal structure, the vast inequalities in pay and conditions, and you see the reality is something far different.

People always ask me, “What’s the secret to being a successful CEO?” Sadly, there is no secret, but if there is one skill that stands out, it’s the ability to focus and make the best move when there are no good moves.

Designing economies based on permaculture design principles is the best way to ensure shared prosperity and an equitable distribution of wealth; not by force, but by design.

Asset protection is critical in business. And the best way to protect an asset is with systems that self organize and self execute behaviors which function as protective to the asset.

Maybe you cannot be the CEO of a multinational corporation, but you can frighten a few people, or cause them to scurry around like chickens, or steal from them, or—maybe best of all—create situations that cause them to feel bad about themselves. And this is power, especially when the people you manipulate are superior to you in some way. Most invigorating of all is to bring down people who are smarter or more accomplished than you, or perhaps classier, more attractive or popular or morally admirable. This is not only good fun; it is existential vengeance. And without a conscience, it is amazingly easy to do. You quietly lie to the boss or to the boss's boss, cry some crocodile tears, or sabotage a coworker's project, or gaslight a patient (or a child), bait people with promises, or provide a little misinformation that will never be traced back to you.

The best CEO is the one who combines the qualities of a leader and the ability to listen to subordinates.

Forests are the best case studies for economic excellence.

The best supply chain is one that has no beginning and no end.

One of the best things you can do for your employees is to make sure that they have the resources they need to be successful in their jobs.

Remember, before they promoted to the chair of CEO, they were the best employees of their companies.

Businesses are best equipped to educate young people, not governments.

When all things are considered holistically, the best expected return on investment varies from client to client.

But like the best empire builders, he was both very determined and very skeptical. It’s like [former Intel CEO] Andy Grove says, ‘only the paranoid survive.

The best supply chain is one that has no beginning and no end; and decentralized points of access and distribution.

Solving problems and iterating solutions is best done through collaboration, not force.

When you face tough times but keep on going; when you're discouraged and doubtful, but still show up; when you are not sure of what to do, but you give it you best anyway--you will, in the end, succeed. Just be willing to do whatever it takes.

Tom Murphy, CEO of Capital Cities/ABC and considered by Buffett to be the best business manager in the country, prays every day to be humble.

You get the best people, you build them into the best managers in the industry, and you accept the fact that some of them will be recruited to become CEOs of other companies.

hire the best people you can and leave them alone.

To have the best products, you need the best people.

You can’t operate a company by fear, because the way to eliminate fear is to avoid criticism, and the best way to avoid criticism is to do nothing. —STEVE ROSS, FORMER CEO OF TIME WARNER

The best ones to solve the climate change problem are businesses all around the world. If each business adapts permaculture principles, we would see massive improvements in climate and natural ecosystem conditions.

Every job is a facilitator of transformation. We all have a tendency to grow into the job in which we are employed. It’s important to ask yourself, what kind of person is this job turning me into? If you don’t like the answer to that question, then it is in your ultimate best interest to find a job where you will like the answer to that question.

A CEO shouldn't get several hundred times the salary that the janitor is paid. An athlete shouldn't get several hundred times the salary that the waterboy is paid. A filmstar shouldn't get several hundred times the salary that the crew at the bottom are paid. I understand if you are not yet civilized enough to flatten the field completely – for you are an infantile species after all. But at the very least, do your best to reduce the gap - that is, if you intend to be human someday.

It’s important for employees to be employed in the roles where they are most productive. No matter how excellent someone is, if they are tasked with doing things that don’t align with their excellence, they will produce mediocre results at best.

It’s not just about having the right people in the company. It’s about having the right people in the right places. You don’t want your whales climbing mountains or your eagles swimming in the ocean so to speak. No matter how excellent someone is, if they are tasked with doing things that don’t align with their excellence, they will produce mediocre results at best.

optimism in a leader, especially in challenging times, is so vital. Pessimism leads to paranoia, which leads to defensiveness, which leads to risk aversion. Optimism sets a different machine in motion. Especially in difficult moments, the people you lead need to feel confident in your ability to focus on what matters, and not to operate from a place of defensiveness and self-preservation. This isn’t about saying things are good when they’re not, and it’s not about conveying some innate faith that “things will work out.” It’s about believing you and the people around you can steer toward the best outcome, and not communicating the feeling that all is lost if things don’t break your way. The tone you set as a leader has an enormous effect on the people around you. No one wants to follow a pessimist.

It is a terrible moment when you realise you’ll never do all the best things this world can offer; that you’ll never have a superlative experience. You’ll go to a Gala Bingo rather than Vegas; get your own office, but not be a CEO; and get a gravestone, but not in Poet’s Corner. You’ll never sleep with the girls on the TV. And all of this mediocrity was made worse by the fact of its inescapable prevalence.

If you lead a small business, it's important to understand how to deal with each credit bureau and utilize business credit effectively. Transunion is the superior credit bureau of the three bureaus - Transunion provides quality and comprehensive reports, they have efficient systems, and they have professional and intelligent staff. On the other hand, Equifax is mediocre at best. And Experian is so horrible they're basically worthless.

Trump is the best thing ever to have happened to the new American oligarchy. In addition to his tax cuts and regulatory rollbacks, he stokes divisiveness in ways that keeps the bottom 90 percent from seeing how the oligarchy has taken over the reins of government, twisted government to its benefit, and siphoned off the economy’s benefits. His deal with the oligarchy has been simple: He’ll stoke division and tribalism so most Americans won’t see CEOs getting exorbitant pay while they’re slicing the pay of average workers, won’t pay attention to the giant tax cut that went to big corporations and the wealthy, and won’t notice a boardroom culture that tolerates financial conflicts of interest, insider trading, and the outright bribery of public officials through unlimited campaign donations.

No one could have handled the stress that Michael was under perfectly, but optimism in a leader, especially in challenging times, is so vital. Pessimism leads to paranoia, which leads to defensiveness, which leads to risk aversion. Optimism sets a different machine in motion. Especially in difficult moments, the people you lead need to feel confident in your ability to focus on what matters, and not to operate from a place of defensiveness and self-preservation. This isn’t about saying things are good when they’re not, and it’s not about conveying some innate faith that “things will work out.” It’s about believing you and the people around you can steer toward the best outcome, and not communicating the feeling that all is lost if things don’t break your way. The tone you set as a leader has an enormous effect on the people around you. No one wants to follow a pessimist. —

A good leader turns individuals into stars; A great leader turns teams into constellations.

You hire the best people you can possibly find. Then it's up to you to create an environment where great people decide to stay and invest their time.

As Max DePree, former CEO of furniture maker Herman Miller, put it, “The first job of a leader is to define reality.

An exhausted parent can’t provide the best care, although occasionally, we have all had to do so.

The best minds of my generation are thinking about how to make people click ads,” Jeff Hammerbacher, an early Facebook engineer,

The best minds of my generation are thinking about how to make people click ads,” Jeff Hammerbacher,

The CIO and CFO working together in harmony is the best possible relationship that can generate utmost value for the organization.

When you're thinking about where is the best place to start a business, there's a lot to consider - It's about culture, it's about physical infrastructure, it's about how educated the people are, it's about the housing, it's about the natural ecosystem, it's about the regulatory and legal frameworks, it's about the local transportation system and the efficiency of all the other systems that are there. But location matters.

best-performing companies of the late twentieth century were run by what he calls “Level 5 Leaders.” These exceptional CEOs were known not for their flash or charisma but for extreme humility coupled with intense professional will.

Walmart’s founder, Sam Walton, famously enshrined the company’s customer service aspiration into its “10-foot rule”: Whenever an employee is within ten feet of a customer, they’re expected to look them in the eye, smile, and ask, “How can I help you?

The very best way to know what you want is to act in the role. Not just in title, but in real action. In my career, I’ve been acting VP of HR, CFO, and VP of sales. Often CEOs resist acting in functional roles, because they worry that they lack the appropriate knowledge. This worry is precisely why you should act—to get the appropriate knowledge. Indeed, acting is really the only way to get all the knowledge that you need to make the hire, because you are looking for the right executive for your company today, not a generic executive.

could act like a CEO or I could really be a CEO, which means doing whatever I need to do (including asking obvious questions) to make the best decision for my company. No matter where you are in life, you’ll save a lot of time by not worrying too much about what other people think about you.

Optimism sets a different machine in motion. Especially in difficult moments, the people you lead need to feel confident in your ability to focus on what matters, and not to operate from a place of defensiveness and self-preservation. This isn’t about saying things are good when they’re not, and it’s not about conveying some innate faith that “things will work out.” It’s about believing you and the people around you can steer toward the best outcome, and not communicating the feeling that all is lost if things don’t break your way. The tone you set as a leader has an enormous effect on the people around you. No one wants to follow a pessimist.

... according to a famous study by the influential management theorist Jim Collins, many of the best performing companies of the late twentieth century were run by what he calls "Level 5 Leaders." These exceptional CEOs were known not for their flash or charisma but for extreme humility coupled with intense professional will.

Decentralization is the cornerstone of our philosophy. Our goal is to hire the best people we can and give them the responsibility and authority they need to perform their jobs. All decisions are made at the local level. . . . We expect our managers . . . to be forever cost conscious and to recognize and exploit sales potential.

When famous singer is following your account, When profesional photographers, CEOs, authors, and attorneys, added you into their circle, When a popular model added you as their friend, When a famous Korean actor asked you for adding him into your circle...... You're feeling wow and amazed, but the truth is you need your real friends

CEO Gil Amelio stumbled. Ellison may have been baffled when Jobs insisted that he was not motivated by money, but it was partly true. He had neither Ellison’s conspicuous consumption needs nor Gates’s philanthropic impulses nor the competitive urge to see how high on the Forbes list he could get. Instead his ego needs and personal drives led him to seek fulfillment by creating a legacy that would awe people. A dual legacy, actually: building innovative products and building a lasting company. He wanted to be in the pantheon with, indeed a notch above, people like Edwin Land, Bill Hewlett, and David Packard. And the best way to achieve all this was to return to Apple and reclaim his kingdom. And yet when the cup of power neared his lips, he became strangely hesitant, reluctant, perhaps coy. He returned to Apple officially in January 1997 as a part-time advisor, as he had told Amelio he would. He began to assert himself in some personnel areas, especially in protecting his people who had made the transition from NeXT. But in most other ways he was unusually passive. The decision not to ask him to join the board offended him, and he felt demeaned

The CEO in a neurotypical person’s head will look over their shoulder and ask, “Are you sure you want to do that? Is it in the best interests of You Inc.? Or should you take a beat to reconsider?” When it comes to an ADHD CEO, the frontal lobe really believes in you and your instincts. It says yes to everything, even if it means abandoning the project you were just working on or letting you take a lunch break at 9:25 a.m.

1. Trust. Without trust, communication breaks. More specifically: In any human interaction, the required amount of communication is inversely proportional to the level of trust. Consider the following: If I trust you completely, then I require no explanation or communication of your actions whatsoever, because I know that whatever you are doing is in my best interests. On the other hand, if I don’t trust you at all, then no amount of talking, explaining, or reasoning will have any effect on me, because I do not trust that you are telling me the truth. In a company context, this is a critical point. As a company grows, communication becomes its biggest challenge. If the employees fundamentally trust the CEO, then communication will be vastly more efficient than if they don’t. Telling things as they are is a critical part of building this trust. A CEO’s ability to build this trust over time is often the difference between companies that execute well and companies that are chaotic.

1. The Peak-End Rule: The two moments that matter most The peak–end rule is a cognitive bias that describes how people remember an experience or event. Simply put, we judge an experience according to how we felt at its peak and at its end, rather than by some perfectly aggregated average of every moment of it. Crucially, this applies to both good and bad experiences! Businesses and brands take note: customers will judge their entire experience on just two moments – the best (or worst) part, and the end.

Where wealth and status are concerned, shit isn’t supposed to be hard. Ivies are known for “grade inflation”—though there is a lot of work, the reward for a mediocre job at completing it is still usually an A. In any given corporation, the higher the role and pay, the less that person actually does. CEOs who get fired for sucking at their jobs and losing a shit-ton of money are often given multi-million dollar “golden parachutes.” It was kinda the same with this frat; we were the best, so we did the least.

realized again that what I didn’t know was much greater than what I did, in this case not knowing how to transition out of the founder-leader role. So I reached out to some of the greatest experts I could speak with for advice. Perhaps the best advice we received came from management expert Jim Collins, who told us that “to transition well, there are only two things that you need to do: Put capable CEOs in place and have a capable governance system to replace the CEOs if they’re not capable.” That was what I had failed to do and what

This was a huge red flag, because real technologists wear T-shirts and jeans. So we instituted a blanket rule: pass on any company whose founders dressed up for pitch meetings. Maybe we still would have avoided these bad investments if we had taken the time to evaluate each company’s technology in detail. But the team insight—never invest in a tech CEO that wears a suit—got us to the truth a lot faster. The best sales is hidden. There’s nothing wrong with a CEO who can sell, but if he actually looks like a salesman, he’s probably bad at sales and worse at tech.

In Facebook’s earliest days, when their office was still a glorified loft space, “Company over country” was a mantra the CEO repeated to his employees. His earliest speechwriter, Kate Losse, wrote2 that Zuckerberg felt that his company had more potential to change history than any country—with 1.7 billion users, it was now in reality already larger than any single nation. In that worldview, it made sense to protect the company at all costs. Whatever was best for Facebook, whatever continued the company’s astronomic growth, user engagement, and market dominance, was the clear course forward.

give a credit. Or whatever else we think is best.” Like 140 or so of her fellow employees, Michelle was an owner of ECCO. She was a member of the employee stock ownership plan (ESOP) that controlled 58 percent of the company’s stock. When I met her, her stake was worth $12,000. More important, she felt like an owner and believed she was treated like one. She had a lot of direct contact with the CEO, Ed Zimmer. Among other things, he held a regular monthly lunch with all the people who had a birthday that month, and they talked about themselves and the company and whatever else they wanted to discuss.

Another great example of the power of vulnerability -- this time in a corporation -- is the leadership approach taken by Lululemon's CEO, Christine Day. In a video interview with CNN Money, Day explained that she was once a very bright, smart executive who "majored in being right." Her transformation came when she realized that getting people to engage and take ownership wasn't about "the teling" but about letting them come into the idea in a purpose-led way, and that her job was creating the space for others to perform. She chracterized this change as the shift from "having the best idea or problem solving" to "being the best leader of people.

Tesla does not designate cars as being 2014s or 2015s, and it also doesn’t have “all the 2014s in stock must go, go, go and make room for the new cars” sales. It produces the best Model S it can at the time, and that’s what the customer receives. This means that Tesla does not develop and hold on to a bunch of new features over the course of the year and then unleash them in a new model all at once. It adds features one by one to the manufacturing line when they’re ready. Some customers may be frustrated to miss out on a feature here and there. Tesla, however, manages to deliver most of the upgrades as software updates that everyone gets, providing current Model S owners with pleasant surprises.

The New Anthem For thirty days, every morning and every night, find a mirror, stand up straight, and confidently say the following out loud: I, [your name], choose my thoughts. I know that doing my best starts with thinking my best. Like laying a path for an adventure, these thoughts will set the course for my actions. I’m confident that what I think matters. I’m excited to see what happens next. I’m disciplined and dedicated to stick with it. Here are ten things I know: Today is brand-new and tomorrow is too. I’ve got a gift worth giving. The only person standing in my way is me, and I quit doing that yesterday. I am the CEO of me, and I am the best boss. Winning is contagious. When I help others win, I win too. Feeling uncomfortable is just a sign that my old comfort zone is having a hard time keeping up with me. Momentum is messy. Everything is always working out for me. I am my biggest fan. The best response to obstacles is to do it anyway. In the morning I’ve pulled the slingshot back. I’m not leaving this room, I’m launching from it, ready for a day of untold opportunities. I’ve packed honesty, generosity, laughter, and bravery for the road ahead. Watch out, world! It’s time to step up, step out, and step in. In the evening What a day! The best part is I left myself a lot of fun things to work on tomorrow. When my head hits that pillow, I’m off the clock, storing up energy and excitement for a brand-new day.

It is best to be the CEO; it is satisfactory to be an early employee, maybe the fifth or sixth or perhaps the tenth. Alternately, one may become an engineer devising precious algorithms in the cloisters of Google and its like. Otherwise, one becomes a mere employee. A coder of websites at Facebook is no one in particular. A manager at Microsoft is no one. A person (think woman) working in customer relations is a particular type of no one, banished to the bottom, as always, for having spoken directly to a non-technical human being. All these and others are ways for strivers to fall by the wayside — as the startup culture sees it — while their betters race ahead of them. Those left behind may see themselves as ordinary, even failures.

Joe Marino, president of Rite-Solutions, and Jim Lavoie, CEO of the company, created this system as a reaction to problems they’d experienced elsewhere. “In my old company,” Lavoie told Berns, “if you had a great idea, we would tell you, ‘OK, we’ll make an appointment for you to address the murder board’”—a group of people charged with vetting new ideas. Marino described what happened next: Some technical guy comes in with a good idea. Of course questions are asked of that person that they don’t know. Like, “How big’s the market? What’s your marketing approach? What’s your business plan for this? What’s the product going to cost?” It’s embarrassing. Most people can’t answer those kinds of questions. The people who made it through these boards were not the people with the best ideas. They were the best presenters.

He had told Larry Ellison that his return strategy was to sell NeXT to Apple, get appointed to the board, and be there ready when CEO Gil Amelio stumbled. Ellison may have been baffled when Jobs insisted that he was not motivated by money, but it was partly true. He had neither Ellison’s conspicuous consumption needs nor Gates’s philanthropic impulses nor the competitive urge to see how high on the Forbes list he could get. Instead his ego needs and personal drives led him to seek fulfillment by creating a legacy that would awe people. A dual legacy, actually: building innovative products and building a lasting company. He wanted to be in the pantheon with, indeed a notch above, people like Edwin Land, Bill Hewlett, and David Packard. And the best way to achieve all this was to return to Apple and reclaim his kingdom.

REQUIREMENTS TO BE GREAT AT RUNNING HR What kind of person should you look for to comprehensively and continuously understand the quality of your management team? Here are some key requirements:   World-class process design skills Much like the head of quality assurance, the head of HR must be a masterful process designer. One key to accurately measuring critical management processes is excellent process design and control.   A true diplomat Nobody likes a tattletale and there is no way for an HR organization to be effective if the management team doesn’t implicitly trust it. Managers must believe that HR is there to help them improve rather than police them. Great HR leaders genuinely want to help the managers and couldn’t care less about getting credit for identifying problems. They will work directly with the managers to get quality up and only escalate to the CEO when necessary. If an HR leader hoards knowledge, makes power plays, or plays politics, he will be useless.   Industry knowledge Compensation, benefits, best recruiting practices, etc. are all fast-moving targets. The head of HR must be deeply networked in the industry and stay abreast of all the latest developments.   Intellectual heft to be the CEO’s trusted adviser None of the other skills matter if the CEO does not fully back the head of HR in holding the managers to a high quality standard. In order for this to happen, the CEO must trust the HR leader’s thinking and judgment.   Understanding things unspoken When management quality starts to break down in a company, nobody says anything about it, but super-perceptive people can tell that the company is slipping. You need one of those.

Drake: "I know it;s love because I think of you night and day. I miss you when you are sitting right next to me. When I look at you my heart races and my stomach turns in the best and worst way possible. When I'm with you I feel complete, I feel whole. When I'm away from you it;s hard to breathe. When I think of my life without you I panic and tears fill my eyes. Before I met you, I didn't think I had much of a future besides being CEO at Baylor. I look at you, Morgan, and am filled with beautiful optimism at all of the things my future could have, and that is because i see you right there with me. I want to marry you, Morgan, I want to have children with you. You are my best friend, my confidant, my everything. To me that's love. You say you love me, Morgan, is that how you feel?" I ask hopefully. "Yes," Morgan says, as a confident smile crosses her face and tears fill her eyes. "Yes, that is exactly how I feel. I love you, Drake, you are my everything,

It’s worth pausing for a moment to meditate on what Tesla had accomplished. Musk had set out to make an electric car that did not suffer from any compromises. He did that. Then, using a form of entrepreneurial judo, he upended the decades of criticisms against electric cars. The Model S was not just the best electric car; it was best car, period, and the car people desired. America had not seen a successful car company since Chrysler emerged in 1925. Silicon Valley had done little of note in the automotive industry. Musk had never run a car factory before and was considered arrogant and amateurish by Detroit. Yet, one year after the Model S went on sale, Tesla had posted a profit, hit $562 million in quarterly revenue, raised its sales forecast, and become as valuable as Mazda Motor. Elon Musk had built the automotive equivalent of the iPhone. And car executives in Detroit, Japan, and Germany had only their crappy ads to watch as they pondered how such a thing had occurred.

Jack Dorsey is best known as the creator of Twitter and as the founder and CEO of Square, a mobile payments company. His Essentialist approach to management is a relatively rare one. At a dinner I attended recently where he spoke, he said he thinks of the role of CEO as being the chief editor of the company. At another event at Stanford University he explained further: “By editorial I mean there are a thousand things we could be doing. But there [are] only one or two that are important. And all of these ideas … and inputs from engineers, support people, designers are going to constantly flood what we should be doing…. As an editor I am constantly taking these inputs and deciding the one, or intersection of a few, that make sense for what we are doing.”3 An editor is not merely someone who says no to things. A three-year-old can do that. Nor does an editor simply eliminate; in fact, in a way, an editor actually adds. What I mean is that a good editor is someone who uses deliberate subtraction to actually add life to the ideas, setting, plot, and characters.

We can open a window on a world where all is sound, our creative powers are formidable, and unseen threads connect us all. Leadership is a relationship that brings this possibility to others and to the world, from any chair, in any role. This kind of leader is not necessarily the strongest member of the pack—the one best suited to fend off the enemy and gather in resources—as our old definitions of leadership sometimes had it. The “leader of possibility” invigorates the lines of affiliation and compassion from person to person in the face of the tyranny of fear. Any one of us can exercise this kind of leadership, whether we stand in the position of CEO or employee, citizen or elected official, teacher or student, friend or lover. This new leader carries the distinction that it is the framework of fear and scarcity, not scarcity itself, that promotes divisions between people. He asserts that we can create the conditions for the emergence of anything that is missing. We are living in the land of our dreams. This leader calls upon our passion rather than our fear. She is the relentless architect of the possibility that human beings can be.

I’m not suggesting anyone has acted illegally. To the contrary: CEOs believe they are supposed to maximize shareholder returns, and one means of accomplishing that goal is to play the political game as well as it possibly can be played and field the largest and best legal and lobbying teams available. Trade associations see their role as representing the best interests of their corporate members, which requires lobbying ferociously, raising as much money as possible for political campaigns of pliant lawmakers, and even offering jobs to former government officials. Public officials, for their part, perceive their responsibility as acting in the public interest. But the public interest is often understood as emerging from a consensus of the organized interests appearing before them. The larger and wealthier the organization, the better equipped its lawyers and its experts are to assert what’s good for the public. Any official who once worked for such an organization, or who suspects he may work for one in the future, is prone to find such arguments especially persuasive. Inside the mechanism of the “free market,” the economic and political power of the new monopolies feed off and enlarge each other.

After a series of promotions—store manager at twenty-two, regional manager at twenty-four, director at twenty-seven—I was a fast-track career man, a personage of sorts. If I worked really hard, and if everything happened exactly like it was supposed to, then I could be a vice president by thirty-two, a senior vice president by thirty-five or forty, and a C-level executive—CFO, COO, CEO—by forty-five or fifty, followed of course by the golden parachute. I’d have it made then! I’d just have to be miserable for a few more years, to drudge through the corporate politics and bureaucracy I knew so well. Just keep climbing and don't look down. Misery, of course, encourages others to pull up a chair and stay a while. And so, five years ago, I convinced my best friend Ryan to join me on the ladder, even showed him the first rung. The ascent is exhilarating to rookies. They see limitless potential and endless possibilities, allured by the promise of bigger paychecks and sophisticated titles. What’s not to like? He too climbed the ladder, maneuvering each step with lapidary precision, becoming one of the top salespeople—and later, top sales managers—in the entire company.10 And now here we are, submerged in fluorescent light, young and ostensibly successful. A few years ago, a mentor of mine, a successful businessman named Karl, said to me, “You shouldn’t ask a man who earns twenty thousand dollars a year how to make a hundred thousand.” Perhaps this apothegm holds true for discontented men and happiness, as well. All these guys I emulate—the men I most want to be like, the VPs and executives—aren’t happy. In fact, they’re miserable.  Don’t get me wrong, they aren’t bad people, but their careers have changed them, altered them physically and emotionally: they explode with anger over insignificant inconveniences; they are overweight and out of shape; they scowl with furrowed brows and complain constantly as if the world is conspiring against them, or they feign sham optimism which fools no one; they are on their second or third or fourth(!) marriages; and they almost all seem lonely. Utterly alone in a sea of yes-men and women. Don’t even get me started on their health issues.  I’m talking serious health issues: obesity, gout, cancer, heart attacks, high blood pressure, you name it. These guys are plagued with every ailment associated with stress and anxiety. Some even wear it as a morbid badge of honor, as if it’s noble or courageous or something. A coworker, a good friend of mine on a similar trajectory, recently had his first heart attack—at age thirty.  But I’m the exception, right?

The best entrepreneurs don’t just follow Moore’s Law; they anticipate it. Consider Reed Hastings, the cofounder and CEO of Netflix. When he started Netflix, his long-term vision was to provide television on demand, delivered via the Internet. But back in 1997, the technology simply wasn’t ready for his vision—remember, this was during the era of dial-up Internet access. One hour of high-definition video requires transmitting 40 GB of compressed data (over 400 GB without compression). A standard 28.8K modem from that era would have taken over four months to transmit a single episode of Stranger Things. However, there was a technological innovation that would allow Netflix to get partway to Hastings’s ultimate vision—the DVD. Hastings realized that movie DVDs, then selling for around $ 20, were both compact and durable. This made them perfect for running a movie-rental-by-mail business. Hastings has said that he got the idea from a computer science class in which one of the assignments was to calculate the bandwidth of a station wagon full of backup tapes driving across the country! This was truly a case of technological innovation enabling business model innovation. Blockbuster Video had built a successful business around buying VHS tapes for around $ 100 and renting them out from physical stores, but the bulky, expensive, fragile tapes would never have supported a rental-by-mail business.

What Musk had done that the rival automakers missed or didn’t have the means to combat was turn Tesla into a lifestyle. It did not just sell someone a car. It sold them an image, a feeling they were tapping into the future, a relationship. Apple did the same thing decades ago with the Mac and then again with the iPod and iPhone. Even those who were not religious about their affiliation to Apple were sucked into its universe once they bought the hardware and downloaded software like iTunes. This sort of relationship is hard to pull off if you don’t control as much of the lifestyle as possible. PC makers that farmed their software out to Microsoft, their chips to Intel, and their design to Asia could never make machines as beautiful and as complete as Apple’s. They also could not respond in time as Apple took this expertise to new areas and hooked people on its applications. You can see Musk’s embrace of the car as lifestyle in Tesla’s abandonment of model years. Tesla does not designate cars as being 2014s or 2015s, and it also doesn’t have “all the 2014s in stock must go, go, go and make room for the new cars” sales. It produces the best Model S it can at the time, and that’s what the customer receives. This means that Tesla does not develop and hold on to a bunch of new features over the course of the year and then unleash them in a new model all at once. It adds features one by one to the manufacturing line when they’re ready. Some customers may be frustrated to miss out on a feature here and there. Tesla, however, manages to deliver most of the upgrades as software updates that everyone gets, providing current Model S owners with pleasant surprises.

The various ways of creating a culture of innovation that we’ve talked about so far are greatly influenced by the leaders at the top. Leaders can’t dictate culture, but they can nurture it. They can generate the right conditions for creativity and innovation. Metaphorically, they can provide the heat and light and moisture and nutrients for a creative culture to blossom and grow. They can focus the best efforts of talented individuals to build innovative, successful groups. In our work at IDEO, we have been lucky enough to meet frequently with CEOs and visionary leaders from both the private and public sectors. Each has his or her own unique style, of course, but the best all have an ability to identify and activate the capabilities of people on their teams. This trait goes far beyond mere charisma or even intelligence. Certain leaders have a knack for nurturing people around them in a way that enables them to be at their best. One way to describe those leaders is to say they are “multipliers,” a term we picked up from talking to author and executive advisor Liz Wiseman. Drawing on a background in organizational behavior and years of experience as a global human resources executive at Oracle Corporation, Liz interviewed more than 150 leaders on four continents to research her book Multipliers: How the Best Leaders Make Everyone Smarter. Liz observes that all leaders lie somewhere on a continuum between diminishers, who exercise tight control in a way that underutilizes their team’s creative talents, and multipliers, who set challenging goals and then help employees achieve the kind of extraordinary results that they themselves may not have known they were capable of.

The CEO answered by saying the bill was too high, that he’d pay half of it and that they would talk about the rest. After that, he stopped answering her calls. The underlying dynamic was that this guy didn’t like being questioned by anyone, especially a woman. So she and I developed a strategy that showed him she understood where she went wrong and acknowledged his power, while at the same time directing his energy toward solving her problem. The script we came up with hit all the best practices of negotiation we’ve talked about so far. Here it is by steps: A “No”-oriented email question to reinitiate contact: “Have you given up on settling this amicably?” A statement that leaves only the answer of “That’s right” to form a dynamic of agreement: “It seems that you feel my bill is not justified.” Calibrated questions about the problem to get him to reveal his thinking: “How does this bill violate our agreement?” More “No”-oriented questions to remove unspoken barriers: “Are you saying I misled you?” “Are you saying I didn’t do as you asked?” “Are you saying I reneged on our agreement?” or “Are you saying I failed you?” Labeling and mirroring the essence of his answers if they are not acceptable so he has to consider them again: “It seems like you feel my work was subpar.” Or “… my work was subpar?” A calibrated question in reply to any offer other than full payment, in order to get him to offer a solution: “How am I supposed to accept that?” If none of this gets an offer of full payment, a label that flatters his sense of control and power: “It seems like you are the type of person who prides himself on the way he does business—rightfully so—and has a knack for not only expanding the pie but making the ship run more efficiently.” A long pause and then one more “No”-oriented question: “Do you want to be known as someone who doesn’t fulfill agreements?” From my long experience in negotiation, scripts like this have a 90 percent success rate. That is, if the negotiator stays calm

Even though the Internet provided a tool for virtual and distant collaborations, another lesson of digital-age innovation is that, now as in the past, physical proximity is beneficial. There is something special, as evidenced at Bell Labs, about meetings in the flesh, which cannot be replicated digitally. The founders of Intel created a sprawling, team-oriented open workspace where employees from Noyce on down all rubbed against one another. It was a model that became common in Silicon Valley. Predictions that digital tools would allow workers to telecommute were never fully realized. One of Marissa Mayer’s first acts as CEO of Yahoo! was to discourage the practice of working from home, rightly pointing out that “people are more collaborative and innovative when they’re together.” When Steve Jobs designed a new headquarters for Pixar, he obsessed over ways to structure the atrium, and even where to locate the bathrooms, so that serendipitous personal encounters would occur. Among his last creations was the plan for Apple’s new signature headquarters, a circle with rings of open workspaces surrounding a central courtyard. Throughout history the best leadership has come from teams that combined people with complementary styles. That was the case with the founding of the United States. The leaders included an icon of rectitude, George Washington; brilliant thinkers such as Thomas Jefferson and James Madison; men of vision and passion, including Samuel and John Adams; and a sage conciliator, Benjamin Franklin. Likewise, the founders of the ARPANET included visionaries such as Licklider, crisp decision-making engineers such as Larry Roberts, politically adroit people handlers such as Bob Taylor, and collaborative oarsmen such as Steve Crocker and Vint Cerf. Another key to fielding a great team is pairing visionaries, who can generate ideas, with operating managers, who can execute them. Visions without execution are hallucinations.31 Robert Noyce and Gordon Moore were both visionaries, which is why it was important that their first hire at Intel was Andy Grove, who knew how to impose crisp management procedures, force people to focus, and get things done. Visionaries who lack such teams around them often go down in history as merely footnotes.

As I write this, I know there are countless mysteries about the future of business that we’ve yet to unravel. That’s a process that will never end. When it comes to customer success, however, I have achieved absolute clarity on four points. First, technology will never stop evolving. In the years to come, machine learning and artificial intelligence will probably make or break your business. Success will involve using these tools to understand your customers like never before so that you can deliver more intelligent, personalized experiences. The second point is this: We’ve never had a better set of tools to help meet every possible standard of success, whether it’s finding a better way to match investment opportunities with interested clients, or making customers feel thrilled about the experience of renovating their home. The third point is that customer success depends on every stakeholder. By that I mean employees who feel engaged and responsible and are growing their careers in an environment that allows them to do their best work—and this applies to all employees, from the interns to the CEO. The same goes for partners working to design and implement customer solutions, as well as our communities, which provide the schools, hospitals, parks, and other facilities to support us all. The fourth and most important point is this: The gap between what customers really want from businesses and what’s actually possible is vanishing rapidly. And that’s going to change everything. The future isn’t about learning to be better at doing what we already do, it’s about how far we can stretch the boundaries of our imagination. The ability to produce success stories that weren’t possible a few years ago, to help customers thrive in dramatic new ways—that is going to become a driver of growth for any successful company. I believe we’re entering a new age in which customers will increasingly expect miracles from you. If you don’t value putting the customer at the center of everything you do, then you are going to fall behind. Whether you make cars, solar panels, television programs, or anything else, untold opportunities exist. Every company should invest in helping its customers find new destinations, and in blazing new trails to reach them. To do so, we have to resist the urge to make quick, marginal improvements and spend more time listening deeply to what customers really want, even if they’re not fully aware of it yet. In the end, it’s a matter of accepting that your success is inextricably linked to theirs.

me to be honest about his failings as well as his strengths. She is one of the smartest and most grounded people I have ever met. “There are parts of his life and personality that are extremely messy, and that’s the truth,” she told me early on. “You shouldn’t whitewash it. He’s good at spin, but he also has a remarkable story, and I’d like to see that it’s all told truthfully.” I leave it to the reader to assess whether I have succeeded in this mission. I’m sure there are players in this drama who will remember some of the events differently or think that I sometimes got trapped in Jobs’s distortion field. As happened when I wrote a book about Henry Kissinger, which in some ways was good preparation for this project, I found that people had such strong positive and negative emotions about Jobs that the Rashomon effect was often evident. But I’ve done the best I can to balance conflicting accounts fairly and be transparent about the sources I used. This is a book about the roller-coaster life and searingly intense personality of a creative entrepreneur whose passion for perfection and ferocious drive revolutionized six industries: personal computers, animated movies, music, phones, tablet computing, and digital publishing. You might even add a seventh, retail stores, which Jobs did not quite revolutionize but did reimagine. In addition, he opened the way for a new market for digital content based on apps rather than just websites. Along the way he produced not only transforming products but also, on his second try, a lasting company, endowed with his DNA, that is filled with creative designers and daredevil engineers who could carry forward his vision. In August 2011, right before he stepped down as CEO, the enterprise he started in his parents’ garage became the world’s most valuable company. This is also, I hope, a book about innovation. At a time when the United States is seeking ways to sustain its innovative edge, and when societies around the world are trying to build creative digital-age economies, Jobs stands as the ultimate icon of inventiveness, imagination, and sustained innovation. He knew that the best way to create value in the twenty-first century was to connect creativity with technology, so he built a company where leaps of the imagination were combined with remarkable feats of engineering. He and his colleagues at Apple were able to think differently: They developed not merely modest product advances based on focus groups, but whole new devices and services that consumers did not yet know they needed. He was not a model boss or human being, tidily packaged for emulation. Driven by demons, he could drive those around him to fury and despair. But his personality and passions and products were all interrelated, just as Apple’s hardware and software tended to be, as if part of an integrated system. His tale is thus both instructive and cautionary, filled with lessons about innovation, character, leadership, and values.

How Google Works (Schmidt, Eric) - Your Highlight on Location 3124-3150 | Added on Sunday, April 5, 2015 10:35:40 AM In late 1999, John Doerr gave a presentation at Google that changed the company, because it created a simple tool that let the founders institutionalize their “think big” ethos. John sat on our board, and his firm, Kleiner Perkins, had recently invested in the company. The topic was a form of management by objectives called OKRs (to which we referred in the previous chapter), which John had learned from former Intel CEO Andy Grove.173 There are several characteristics that set OKRs apart from their typical underpromise-and-overdeliver corporate-objective brethren. First, a good OKR marries the big-picture objective with a highly measurable key result. It’s easy to set some amorphous strategic goal (make usability better … improve team morale … get in better shape) as an objective and then, at quarter end, declare victory. But when the strategic goal is measured against a concrete goal (increase usage of features by X percent … raise employee satisfaction scores by Y percent … run a half marathon in under two hours), then things get interesting. For example, one of our platform team’s recent OKRs was to have “new WW systems serving significant traffic for XX large services with latency < YY microseconds @ ZZ% on Jupiter.”174 (Jupiter is a code name, not the location of Google’s newest data center.) There is no ambiguity with this OKR; it is very easy to measure whether or not it is accomplished. Other OKRs will call for rolling out a product across a specific number of countries, or set objectives for usage (e.g., one of the Google+ team’s recent OKRs was about the daily number of messages users would post in hangouts) or performance (e.g., median watch latency on YouTube videos). Second—and here is where thinking big comes in—a good OKR should be a stretch to achieve, and hitting 100 percent on all OKRs should be practically unattainable. If your OKRs are all green, you aren’t setting them high enough. The best OKRs are aggressive, but realistic. Under this strange arithmetic, a score of 70 percent on a well-constructed OKR is often better than 100 percent on a lesser one. Third, most everyone does them. Remember, you need everyone thinking in your venture, regardless of their position. Fourth, they are scored, but this scoring isn’t used for anything and isn’t even tracked. This lets people judge their performance honestly. Fifth, OKRs are not comprehensive; they are reserved for areas that need special focus and objectives that won’t be reached without some extra oomph. Business-as-usual stuff doesn’t need OKRs. As your venture grows, the most important OKRs shift from individuals to teams. In a small company, an individual can achieve incredible things on her own, but as the company grows it becomes harder to accomplish stretch goals without teammates. This doesn’t mean that individuals should stop doing OKRs, but rather that team OKRs become the more important means to maintain focus on the big tasks. And there’s one final benefit of an OKR-driven culture: It helps keep people from chasing competitors. Competitors are everywhere in the Internet Century, and chasing them (as we noted earlier) is the fastest path to mediocrity. If employees are focused on a well-conceived set of OKRs, then this isn’t a problem. They know where they need to go and don’t have time to worry about the competition. ==========

Performance measure. Throughout this book, the term performance measure refers to an indicator used by management to measure, report, and improve performance. Performance measures are classed as key result indicators, result indicators, performance indicators, or key performance indicators. Critical success factors (CSFs). CSFs are the list of issues or aspects of organizational performance that determine ongoing health, vitality, and wellbeing. Normally there are between five and eight CSFs in any organization. Success factors. A list of 30 or so issues or aspects of organizational performance that management knows are important in order to perform well in any given sector/ industry. Some of these success factors are much more important; these are known as critical success factors. Balanced scorecard. A term first introduced by Kaplan and Norton describing how you need to measure performance in a more holistic way. You need to see an organization’s performance in a number of different perspectives. For the purposes of this book, there are six perspectives in a balanced scorecard (see Exhibit 1.7). Oracles and young guns. In an organization, oracles are those gray-haired individuals who have seen it all before. They are often considered to be slow, ponderous, and, quite frankly, a nuisance by the new management. Often they are retired early or made redundant only to be rehired as contractors at twice their previous salary when management realizes they have lost too much institutional knowledge. Their considered pace is often a reflection that they can see that an exercise is futile because it has failed twice before. The young guns are fearless and precocious leaders of the future who are not afraid to go where angels fear to tread. These staff members have not yet achieved management positions. The mixing of the oracles and young guns during a KPI project benefits both parties and the organization. The young guns learn much and the oracles rediscover their energy being around these live wires. Empowerment. For the purposes of this book, empowerment is an outcome of a process that matches competencies, skills, and motivations with the required level of autonomy and responsibility in the workplace. Senior management team (SMT). The team comprised of the CEO and all direct reports. Better practice. The efficient and effective way management and staff undertake business activities in all key processes: leadership, planning, customers, suppliers, community relations, production and supply of products and services, employee wellbeing, and so forth. Best practice. A commonly misused term, especially because what is best practice for one organization may not be best practice for another, albeit they are in the same sector. Best practice is where better practices, when effectively linked together, lead to sustainable world-class outcomes in quality, customer service, flexibility, timeliness, innovation, cost, and competitiveness. Best-practice organizations commonly use the latest time-saving technologies, always focus on the 80/20, are members of quality management and continuous improvement professional bodies, and utilize benchmarking. Exhibit 1.10 shows the contents of the toolkit used by best-practice organizations to achieve world-class performance. EXHIBIT 1.10 Best-Practice Toolkit Benchmarking. An ongoing, systematic process to search for international better practices, compare against them, and then introduce them, modified where necessary, into your organization. Benchmarking may be focused on products, services, business practices, and processes of recognized leading organizations.

and if I had a strength, it was my ability to urge creative people to do their best work and take chances, while also helping them rebound from failure. It’s always a collective effort, but my years running Entertainment gave me a new appreciation for what it takes to get a group of talented people to produce at the highest level.

Whenever I spoke to other CEOs, they all seemed like they had everything under control. Their businesses were always going “fantastic” and their experience was inevitably “amazing.” I thought that maybe growing up in Berkeley with Communist grandparents might not have been the best background for running a company. But as I watched my peers’ fantastic, amazing businesses go bankrupt and sell for cheap, I realized that I was probably not the only one struggling.

Often CEOs get that top job because they’re like the guy in college who was the head of the fraternity. He wasn’t the smartest guy, but he was the best social guy and a very likeable guy, and so he moved up through the ranks.

It's important that the director, CEO, or even the head of a department keep notes of people who are productive. People who are sincere, dedicated, and committed are essential in every company. Such people are the pillars of any organisation. While it's good to keep mental notes of the staff's performance, it would be best if these could be written down for future reference.

Later that week, on the plane home, Ross wrote me a scathing eleven-page confidential report. He called my "$2 billion by 2020" vision "statistically impossible" and "ridiculous," and listed my blind spots as a leader. "Charity: water is a shop of 15 people, but a team of exactly one. You," Ross wrote. "You control everything, You even run everything. You are the product design guy. The merchandising guy. The fundraising guy. The message guy. Probably even the check-signing guy ... Metaphorically, if you're still in the club biz, you can either be the bartender or running the show ... You can't mix the drinks and run the whole club." Ross said I needed to start thinking like a CEO, which meant grow up, stop worrying about day-to-day details, and start focusing on big-picture, multi-year goals. "Whether history records you as a success or failure," Ross warned, "will depend on whether you can shift from living in today to living in tomorrow." It was some of the best advice I'd ever gotten. p221

The two long helical (like a corkscrew) DNA strands are intertwined without touching one another other than being connected through nucleotide pairs that run between them—sort of like a twisted ladder, as depicted below.31

Raising the spirits of your leaders doesn’t happen overnight.

Hayden Darling Timber was my birth name, and for all my legal businesses I was Daria Wolff, CEO of Copper Wolf Enterprises. But only a handful of people had ever been close enough to use a playful nickname like Dare. Seph was one, and she still insisted on using it. Her newest best friend had briefly used it, but only because my asshole sister had introduced me as Dare, rather than Hades. No one had filled the poor girl in until she’d known me a good four months, too.

never invest in a tech CEO that wears a suit—got us to the truth a lot faster. The best sales is hidden.

My wife has a sweet tooth but is also very health conscious. Over more than two decades, she has followed a simple yet powerful way of avoiding the enticement of desserts. Our fridge just doesn’t have any. In my view, the best way to avoid investing in bad businesses is to ignore them and their stock prices. We never discuss what we consider bad companies or industries in our team meetings. Never. It doesn’t matter if an airline has declared spectacular results recently or if every analyst recommends buying airline shares. We are indifferent to a public sector bank that has hired a new CEO from the private sector and has pushed its stock price to an all-time high. We ignore an infrastructure business that has been awarded a new multibillion-dollar contract and a gold loan business that has announced 30 percent ROE in its latest quarterly result and is touted by the bulls to be the next billion-dollar opportunity. No one on our team is allowed to utter the famous last words of many investors: “This time, it’s different.” If we never discuss a business, how will we ever buy it? No sweets in the fridge: no snacking possible.

Amazon follows the same fail-faster religion. Jeff Bezos, founder of the trillion-dollar e-commerce platform, sent the following memo to his shareholders when the company became the fastest ever to reach annual sales of $100 billion: One area where I think we are especially distinctive is failure. I believe we are the best place in the world to fail (we have plenty of practice!), and failure and invention are inseparable twins. To invent you have to experiment, and if you know in advance that it’s going to work, it’s not an experiment. Most large organisations embrace the idea of invention, but are not willing to suffer the string of failed experiments necessary to get there. Outsized returns often come from betting against conventional wisdom, and conventional wisdom is usually right. Given a 10 per cent chance of a 100 times payoff, you should take that bet every time. But you’re still going to be wrong nine times out of ten. We all know that if you swing for the fences, you’re going to strike out a lot, but you’re also going to hit some home runs. The difference between baseball and business, however, is that baseball has a truncated outcome distribution. When you swing, no matter how well you connect with the ball, the most runs you can get is four. In business, every once in a while, when you step up to the plate, you can score 1,000 runs. This long-tailed distribution of returns is why it’s important to be bold. Big winners pay for so many experiments.

You are not your mind. You have a mind." "Your mind works like a SnowGlobe. It works best when it's calm, clear and settled.

As Dr. Stout explains in her book, The Shareholder Value Myth, “If 80 percent of the CEO’s pay is based on what the share price is going to do next year, he or she is going to do their best to make sure that share price goes up, even if the consequences might be harmful to employees, to customers, to society, to the environment or even to the corporation itself in the long-term.

What do executives love best about customer delight? The fact that it is highly contagious. Just ask David Vélez, CEO of Brazil’s Nubank, the world’s largest independent digital bank. Nubank gains more than 40,000 customers each day, 80 percent of them through referrals from existing customers.

About 30 percent of founding CEOs in the billion-dollar group had not worked for anyone other than themselves before. Of those who had, about 60 percent had worked at companies with very well-known brands, like Google, Microsoft, Amazon, Goldman Sachs, or McKinsey. Those “tier-one companies” are famous for their rigorous hiring processes and their tendency to employ the best. Another 28 percent worked at “tier-two companies,” which I define as large and well-known companies that were less sought-after by top talent. Only 14 percent of founders of billion-dollar companies had worked solely at companies that were not well-known brand names.

Don’t let your ego get in the way of making the best possible decision.

Research on those with the intention and sense of having the ability to start one’s own business (entrepreneurial intention) has tended to identify a “heroic,” extraverted, not-very-sensitive type. However, HSPs have also been found to have a strong entrepreneurial intention, being skilled at recognizing opportunities (depth of processing, aware of subtle stimuli, creativity, etc.) and motivated to be self-employed and manage their own energy and resources— something I discuss in the chapter on work. Finally, John Hughes, an interim CIO and an author on best practices for CEOs, has written on the reasons HSPs make exceptional leaders. First, they notice what others miss, having a greater sense of what is happening for their team. Second, they prefer to process more than simply to take action, often standing back to let others on their team receive credit. Third, and most important, they exhibit what is called “resonant leadership,” obtaining a “feel” for what is going on, often nonverbal, so that they lead with understanding and empathy. Such leaders tend to “say and do the right things at just the right time. This isn’t luck or magic, it’s their innate ability to feel deeply, process richly, and patiently consider the right words and actions for the moment.

In a preemptive strike, the lead director asked each director privately to identify one step or action that the chief executive ought to take in the next twelve months to best set the company up for recovery and then success. After compiling the directors’ proposals on a single sheet of paper and appending his own suggestions, the lead director circulated the draft among all the directors for comment or change. Once the document was finalized, the lead director then met the chief executive in a neutral city to present the directors’ specific ideas for action. The director explained to the CEO that the board’s idea list was intended to help him succeed, not to pester him with gratuitous criticism or demand tactical changes. The lead director added that his personal intervention came with the blessing of every member of the board, and he asked the CEO to report his progress in meeting the directors’ recommendations to all board meetings during the coming year.

The best CEOs recognize this dynamic and, in turn, approach setting the direction of their company with a different mindset. They embrace uncertainty with a view that fortune favors the bold. They’re less a “taker” of their fate and more a “shaper”—constantly looking for and acting on opportunities that bend the curve of history. CEOs who embrace this mindset are well aware that only 10 percent of companies create 90 percent of the total economic profit (profit after subtracting the cost of capital) and that the top quintile performers deliver thirty times more economic profit than the companies in the next three quintiles combined. And here’s the kicker: The odds of moving from being an average performer to a top-quintile performer over a ten-year period are only one in twelve.

Great CEOs understand they need to keep making investments in their best people both to help drive greater performance and to help ensure that they remain in the organization long term.

Even now, with my newfound knowledge of Greyson Moore being both my boss and my best friend’s father, I can’t help but be attracted to him. Just a stare from him clouds my senses in a way I’ve never experienced, and it scares me because I’ve sworn off men. But Greyson Moore isn’t just a man; he’s much more.

Dr. Stout explains in her book, The Shareholder Value Myth, “If 80 percent of the CEO’s pay is based on what the share price is going to do next year, he or she is going to do their best to make sure that share price goes up, even if the consequences might be harmful to employees, to customers, to society, to the environment or even to the corporation itself in the long-term.