Ceo Birthday Quotes

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.

I vowed to myself that day that I would be wealthy when I grew up. It was my birthday-candle wish. I stood in that tiny dining room on stained carpet, in front of the yard-sale table, and I promised myself something better. I will never live like this when I have the ability to prevent it. I was vehement in this: someday I would be rich. I’m not supposed to say that, I know. Social media is filled with hundreds of male CEOs and self-made entrepreneurs who tout the power of wealth and the justification for achieving it. But, if you’re a woman, it’s frowned upon. It’s impolite. It’s not something good girls do. Good girls don’t talk about money, and they certainly don’t claim it as a life goal, regardless of their reasons why.

In 1990, Elizabeth Newton earned a Ph.D. in psychology at Stanford by studying a simple game in which she assigned people to one of two roles: “tappers” or “listeners.” Tappers received a list of twenty-five well-known songs, such as “Happy Birthday to You” and “The StarSpangled Banner.” Each tapper was asked to pick a song and tap out the rhythm to a listener (by knocking on a table). The listener’s job was to guess the song, based on the rhythm being tapped. Over the course of Newton’s experiment, 120 songs were tapped out. Listeners guessed only 2.5 percent of the songs: 3 out of 120. But here’s what made the result worthy of a dissertation in psychology. Before the listeners guessed the name of the song, Newton asked the tappers to predict the odds that the listeners would guess correctly. They predicted that the odds were 50 percent. The tappers got their message across 1 time in 40, but they thought they were getting their message across 1 time in 2. Why? When a tapper taps, she is hearing the song in her head. Go ahead and try it for yourself — tap out “The Star-Spangled Banner.” It’s impossible to avoid hearing the tune in your head. Meanwhile, the listeners can’t hear that tune — all they can hear is a bunch of disconnected taps, like a kind of bizarre Morse Code. In the experiment, tappers are flabbergasted at how hard the listeners seem to be working to pick up the tune. Isn’t the song obvious? The tappers’ expressions, when a listener guesses “Happy Birthday to You” for “The Star-Spangled Banner,” are priceless: How could you be so stupid? It’s hard to be a tapper. The problem is that tappers have been given knowledge (the song title) that makes it impossible for them to imagine what it’s like to lack that knowledge. When they’re tapping, they can’t imagine what it’s like for the listeners to hear isolated taps rather than a song. This is the Curse of Knowledge. Once we know something, we find it hard to imagine what it was like not to know it. Our knowledge has “cursed” us. And it becomes difficult for us to share our knowledge with others, because we can’t readily re-create our listeners’ state of mind. The tapper/listener experiment is reenacted every day across the world. The tappers and listeners are CEOs and frontline employees, teachers and students, politicians and voters, marketers and customers, writers and readers. All of these Groups rely on ongoing communication, but, like the tappers and listeners, they suffer from enormous information imbalances. When a CEO discusses “unlocking shareholder value,” there is a tune playing in her head that the employees can’t hear.

This is the land of opportunity. People need to stop looking for handouts and pull themselves up by their bootstraps, am I right?” Steve had inherited his very successful industrial cleaning business from his parents and been appointed CEO on his thirtieth birthday.

In 1984, the creator of Sam Adams beer, Jim Koch, was staring long and hard across the chasm. It was spring. It was the beginning of the baseball season in Boston, and it was about to be “morning in America.” Ronald Reagan was preparing for what would be a landslide reelection to the presidency, the economy had finally turned around after years in recession, the US Olympic team was about to run away from the competition at the Summer Games in Los Angeles, and Jim was in the middle of his sixth year as a management consultant for Boston Consulting Group (BCG), already earning $250,000 per year (that’s more than $600K in 2020 dollars) before his thirty-fifth birthday. By all accounts, Jim Koch had it made. His feet were planted securely on the terra firma of the business consulting world. “We flew first-class. You consulted with CEOs. Everyone treated you really well,” Jim recalled. These were interesting, heady times at BCG. The company had just become fully employee owned, complete with an employee stock ownership plan (ESOP) that forged a real path to truly significant wealth for consultants like Jim. At the same time, he had already worked alongside a quartet of future luminaries:

The Emory researchers who identified the four phases of meditation found that when meditators slip out of the focused attention of the TPN and into Mind Wandering, the DMN activates. The wandering mind of the DMN has a “me” orientation, focusing on the self. It may flit from what’s going on at the moment (“Is that a mosquito buzzing?”) to future worries (“I’m nervous about next week’s exam”) to the past (“I’m so mad at my brother Jim for calling me a sissy at my fifth birthday party”). The precuneus contributes to both self-referential focus and episodic memory. Disturbing memories are played and replayed. The idle brain defaults to what is bothering us, both recent and long-past events. These egocentric musings of the wandering mind form the fabric of our sense of self. When you quiet your TPN in meditation, you open up a big empty space in consciousness. For a few moments, the brain is quiet, and you feel inner peace. Then the engine starts revving. The DMN kicks in, bringing with it a cascade of worries and random thoughts. You’re doing 2,000 RPM in Park, but going nowhere. And it gets worse. The DMN has a rich neural network connecting it with other brain regions. Through this, it busily starts recruiting other brain regions to go along with its whining self-absorption. It commandeers the brain’s CEO, the prefrontal cortex. This impairs executive functions like memory, attention, flexibility, inhibition, planning, and problem-solving. 2.5. Nerves from the Default Mode Network reach out to communicate with many other parts of the brain. The DMN also recruits the insula, a region that integrates information from other parts of the brain. It has special neurons triggered by emotions that we feel toward other people, such as resentment, embarrassment, lust, and contempt. We don’t just think negative thoughts; we feel them emotionally too. At this stage, the meditator isn’t just wallowing in a whirlwind of self-centered thoughts. The DMN has taken the brain’s CEO hostage, while through the insula it starts replaying all the slights, insults, and disappointments we’ve experienced in our relationships. The quiet meditative space we experienced just a few moments before has been destroyed. This drives meditators absolutely nuts. No sooner do they achieve nirvana, the still, quiet place of Bliss Brain, than the DMN serves up a smorgasbord of self-absorbed fantasies. It pulls us into negative emotional states—then drags the rest of the brain along behind it. The DMN. Hmm . . . that acronym reminds me of something: “the DeMoN.” The DMN is the demon that robs me of the inner peace I’m seeking through meditation

ON OCTOBER 28, 2003, a jury of the state supreme court in Manhattan watched a homemade video of the fortieth birthday party that L. Dennis Kozlowski threw for his second wife, Karen. The party, held on the island of Sardinia off the Italian coast, cost more than $2.1 million—or $28,000 per guest. Assistant District Attorney Ken Chalifoux introduced the video into evidence as part of one of the biggest corporate scandal cases ever. Kozlowski, the former CEO of the conglomerate Tyco International, and Mark Swartz, Tyco’s former CFO, were accused of grand larceny and enterprise corruption for allegedly stealing some $600 million from Tyco.1 The birthday celebration included nearly a week’s worth of activities, highlighted by the final poolside bash at the Cala di Volpe hotel.