Ceo Boss Quotes

This must be awful for you. You get a job, and then next thing you know you’re dealing with a car chase, a bitchy manager, the SEC, and a boss dying to visit a secluded island with his admin assistant.” A slow grin grew on his face. Mm… when can we go?

Richard Tedlow’s biography of Andy Grove, Intel’s legendary CEO, asserts that management and leadership are like forehand and backhand. You have to be good at both to win.

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.

Tom and Dan were the perfect bosses in this regard. They would talk about valuing ability more than experience, and they believed in putting people in roles that required more of them than they knew they had in them. It wasn’t that experience wasn’t important, but they “bet on brains,” as they put it, and trusted that things would work out if they put talented people in positions where they could grow, even if they were in unfamiliar territory.

People leave companies for two reasons. One, they don't feel appreciated. And two, they don't get along with their boss.

Some management bloviators will advise you simply to hire the right people and then leave them alone. Dick Costolo, Twitter’s CEO from 2010–2015, explained succinctly how crazy this advice is. “That’s like saying, to have a good marriage, marry the right person and then avoid spending any time with them. Ridiculous, right?” he exclaimed. “Imagine if I went home and told my wife, ‘I don’t want to micromanage you, so I’m not going to spend any time with you or the kids this year.

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

I would never sabotage you, Mya.” He wiped away one of my stray tears with his fingertips. “Of course, deep down I did want you to stay, but I had nothing but nice things to say about you. I even said they’d be foolish not to hire you, but—” “But?” I glared at him. “But what?” “But if they thought the low-ass salaries they were offering were good enough for you, they needed to increase them exponentially or move along to someone else. I thought you deserved more.” “Is that all?” “No,” he said, looking into my eyes. “I also needed to personally interview each of the CEOs myself. Needed to make sure each one was a good fit for you, and that whoever you worked for next was already married.” I opened my mouth to ask him if he was being serious, but he beat me to it. “Yes,” he said, smirking. “Yes, I ‘seriously’ did need to do that.” “What does the CEO being married have to do with anything, Michael? What if I have no interest in seeing you after I quit?” “You do, so we’re not even going to entertain that line of conversation.” He rolled his eyes. “If the CEO is already married, I won’t have to worry about ‘this’ happening at your next place of employment, and I can be somewhat less jealous.” “How selfish of you.” I couldn’t believe him, but for some reason I couldn’t help the smile that was forming on my face.

Words like mompreneur, SHE-EO, and girl boss illuminate the notion that entrepreneur and CEO are not actually gender-neutral teens but are tacitly coded as male. The suggest that when a woman endeavors in business, we can’t help but to cutesy-fy her title.

My former boss Dan Burke once handed me a note that said: “Avoid getting into the business of manufacturing trombone oil. You may become the greatest trombone-oil manufacturer in the world, but in the end, the world only consumes a few quarts of trombone oil a year!” He was telling me not to invest in small projects that would sap my and the company’s resources and not give much back.

If I was in Talon, I would be the one in charge, I'd be the one calling the shots. I wouldn't have to take pointless exams, listen to humans or worry that my every move was being watched. In Talon, dragons were the bosses, the presidents, the CEOs. If I was a part of the organization, no one would tell me what to do ever again. I would have to let some things go. I t might be painful, but in the end, it would be worth it. Sacrifice was necessary, but I would be free.

When you think of yourself as an actual business, you shift your perspective from “I collect a paycheck” to “I am on a mission.” A mission not only to earn money to pay your bills, but a mission to stay healthy so you can do that, a mission to inspire others, a mission to leave things better than you found them, a mission to do work that matters, and a mission to hustle for joy over stress. A badass CEO Fear Boss doesn't do basic. Basic is still in bed. You are awake and ready. Ready to do the work required to protect your assets.

Travis Sanchez rubbed a hand over his head as he stepped into an elevator at the Red Stone Security building. His Mohawk was gone and he wore his hair in a buzz cut these days. It was probably his military background, but he always came back to this cut out of habit. The walk to Harrison's office was too short. He wasn't sure why his boss had called him in after his last security detail, but a small burst of panic had detonated in his gut. He loved this job, but there had been some issues with the CEO he'd recently been guarding not following Travis' orders. The asshole had almost gotten himself killed and now Travis wondered if his head was on the chopping block because of it.

With all this “Work for yourself! It’s better than whatever you’re doing now!” messaging out there, people often end up falling in love with the idea of working for themselves without understanding the actual day-to-day work required to be their own boss. Or as Austin Kleon cleverly puts it, “People want to be the noun without doing the verb.” They want the job title of founder or CEO, or a business card and a fancy website with a new logo, but they forget or overlook the daily rigors of running a business of their own. Having a brilliant idea or a passion to build a successful business is not enough. Ideas and dreams are nice, but they’re also cheap and meaningless if you don’t take action and do the work to make them happen.

The starting point of enlightenment, a goal that every person should strive for, is inner leadership. Leadership is far more than something businesspeople do at work. Leadership is all about personal responsibility, self-discovery, and creating value in the world by the people we become. Too many people spend their time blaming others for all that isn’t working in their lives. We blame our spouses for our unhappy home lives; we blame our bosses for our distress at work; we blame strangers on the freeway for making us angry; we blame our parents for keeping us small. Blame, blame, blame, blame. But blaming others is nothing more than excusing yourself. Blaming others for the current quality of your life is a sad way to live. In doing so, all you’re doing is playing the victim.

Obama’s claims about teachers and CEOs gets to a broader puzzle about how a capitalist society assigns rewards. At first glance, it seems that there is no relationship between merit and reward. Athletes and entertainers, who provide services much less indispensable than teachers and doctors, earn vastly more than either of those two professions. Earlier I mentioned the example of the parking lot guy who parks all the cars and makes money for the resort, yet he gets a pittance of that money. From his point of view, there is no relationship between work and reward. He does the work, and “they” get the profits. This is pretty much how workers feel in a variety of occupations. They are the “makers” and their bosses are the “takers.” In a truly fair and merit-based society, they should get more and the bosses should get less. These arguments are, whether their proponents recognize it or not, anchored in Karl Marx’s notion of “surplus value.” Marx is largely discredited today, because Communism proved a failure, and Marx’s prophecies proved dead wrong.

Later that week, I was bicycling down a pavement in the City of London when I passed a company called DLE, which stands for Davis Langdon & Everest. Hmm, I thought, as I skidded to a halt. I took a deep breath and then confidently walked into their ultraclean, ultrasmart reception, and asked to be put through to the CEO’s office, saying it was both urgent and confidential. Once I had the CEO’s secretary on the line, I pleaded with her to help me get just two minutes of her boss’s time. Eventually after three attempts, due to a combination of pity and intrigue, she agreed to ask the CEO to see me for “literally two minutes.” Bingo. I was escorted into a lift and then ushered into the calm of the CEO’s top-floor office. I was very nervous. The two head guys, Paul Morrell and Alastair Collins, came in, looking suspiciously at this scruffy youngster holding a pamphlet. (They later described it as one of the worst-laid-out proposals they had ever seen.) But they both had the grace to listen. By some miracle, they caught the dream and my enthusiasm, and for the sake of £10,000 (which to me was the world, but to them was a marketing punt), they agreed to back my attempt to put the DLE flag on top of the world. I promised an awesome photograph for their boardroom. We stood up, shook hands, and we have remained great friends ever since. I love deals like that.

Here’s one much worse: that, in the end, everyone’s life is still dominated by the whims of the very rich and the social mores of the slightly rich. And that this new reality is exploited by the people who understand that appearances are more important than reality. All of which is to say that by fixating on sex, the discussion around sexual harassment misses the key element. Which is the harassment. The people who end up in positions of power end up in those positions because they are very, very good at humiliation. That’s their skill. That’s how they end up as CEOs. Everyone who has ever had a job has been humiliated by their boss. This is the nature of the thing. And, yes, it sucks that the men who end up in power are so fucking crude that the only way they can imagine humiliating women is with sex. But every single boss who’s humiliating his women underlings is also humiliating his male underlings. This is who we, as a society, put into power. Remind me: how many obsequious movies and books and articles have been written about Steve Jobs? In the end, having a job, even a job like writing, is about interfacing with money, and the biggest lie of our society is that the individual currencies of money are units that measure value. Money doesn’t measure value. Money is the measure of humiliation. What would you do for a dollar? What would you do for ten dollars? What would you do for a million dollars?

We may not recognize how situations within our own lives are similar to what happens within an airplane cockpit. But think, for a moment, about the pressures you face each day. If you are in a meeting and the CEO suddenly asks you for an opinion, your mind is likely to snap from passive listening to active involvement—and if you’re not careful, a cognitive tunnel might prompt you to say something you regret. If you are juggling multiple conversations and tasks at once and an important email arrives, reactive thinking can cause you to type a reply before you’ve really thought out what you want to say. So what’s the solution? If you want to do a better job of paying attention to what really matters, of not getting overwhelmed and distracted by the constant flow of emails and conversations and interruptions that are part of every day, of knowing where to focus and what to ignore, get into the habit of telling yourself stories. Narrate your life as it’s occurring, and then when your boss suddenly asks a question or an urgent note arrives and you have only minutes to reply, the spotlight inside your head will be ready to shine the right way. To become genuinely productive, we must take control of our attention; we must build mental models that put us firmly in charge. When you’re driving to work, force yourself to envision your day. While you’re sitting in a meeting or at lunch, describe to yourself what you’re seeing and what it means. Find other people to hear your theories and challenge them. Get in a pattern of forcing yourself to anticipate what’s next. If you are a parent, anticipate what your children will say at the dinner table. Then you’ll notice what goes unmentioned or if there’s a stray comment that you should see as a warning sign. “You can’t delegate thinking,” de Crespigny told me. “Computers fail, checklists fail, everything can fail. But people can’t. We have to make decisions, and that includes deciding what deserves our attention. The key is forcing yourself to think. As long as you’re thinking, you’re halfway home.

During his time working for the head of strategy at the bank in the early 1990s, Musk had been asked to take a look at the company’s third-world debt portfolio. This pool of money went by the depressing name of “less-developed country debt,” and Bank of Nova Scotia had billions of dollars of it. Countries throughout South America and elsewhere had defaulted in the years prior, forcing the bank to write down some of its debt value. Musk’s boss wanted him to dig into the bank’s holdings as a learning experiment and try to determine how much the debt was actually worth. While pursuing this project, Musk stumbled upon what seemed like an obvious business opportunity. The United States had tried to help reduce the debt burden of a number of developing countries through so-called Brady bonds, in which the U.S. government basically backstopped the debt of countries like Brazil and Argentina. Musk noticed an arbitrage play. “I calculated the backstop value, and it was something like fifty cents on the dollar, while the actual debt was trading at twenty-five cents,” Musk said. “This was like the biggest opportunity ever, and nobody seemed to realize it.” Musk tried to remain cool and calm as he rang Goldman Sachs, one of the main traders in this market, and probed around about what he had seen. He inquired as to how much Brazilian debt might be available at the 25-cents price. “The guy said, ‘How much do you want?’ and I came up with some ridiculous number like ten billion dollars,” Musk said. When the trader confirmed that was doable, Musk hung up the phone. “I was thinking that they had to be fucking crazy because you could double your money. Everything was backed by Uncle Sam. It was a no-brainer.” Musk had spent the summer earning about fourteen dollars an hour and getting chewed out for using the executive coffee machine, among other status infractions, and figured his moment to shine and make a big bonus had arrived. He sprinted up to his boss’s office and pitched the opportunity of a lifetime. “You can make billions of dollars for free,” he said. His boss told Musk to write up a report, which soon got passed up to the bank’s CEO, who promptly rejected the proposal, saying the bank had been burned on Brazilian and Argentinian debt before and didn’t want to mess with it again. “I tried to tell them that’s not the point,” Musk said. “The point is that it’s fucking backed by Uncle Sam. It doesn’t matter what the South Americans do. You cannot lose unless you think the U.S. Treasury is going to default. But they still didn’t do it, and I was stunned. Later in life, as I competed against the banks, I would think back to this moment, and it gave me confidence. All the bankers did was copy what everyone else did. If everyone else ran off a bloody cliff, they’d run right off a cliff with them. If there was a giant pile of gold sitting in the middle of the room and nobody was picking it up, they wouldn’t pick it up, either.” In

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.

Unlike John Lasseter’s bosses at Disney, Bezos was open to the entrepreneurial contributions of Amazon’s individual employees—even when those ideas were outside what Wall Street (and even his own board of directors) considered the company’s core business. AWS represents precisely the kind of value creation any CEO or shareholder would want from their employees. Want your employees to come up with multibillion-dollar ideas while on the job? You have to attract professionals with the founder mind-set and then harness their entrepreneurial impulses for your company. As Intuit CEO Brad Smith told us, “A leader’s job is not to put greatness into people, but rather to recognize that it already exists, and to create the environment where that greatness can emerge and grow.

What kind of hell-spawned demons haunted Sasha that he had to land his new job living in the home of a sexy gay boss?

Several of them have moved up to the highest ranks of the organization, thanks to a strong track record of proving to their bosses, day in and day out, that they have what it takes to help the company succeed. They are passionately curious about the entire organization and how it can beat the competition. They have shown repeatedly that they can tackle tough assignments. They have built teams of complementary staff and rallied them around ambitious goals. They have distilled complex strategy decisions down to just a few priorities, helping align their employees around just a handful of focused goals. And they have pushed and prodded their bosses to shake up the organization, taking bold steps even when there was no burning need to do so. These are the people you find at the top of organizations. They embody these qualities and, as leaders, help develop them in others.

That out of sight, out of mind philosophy comes off so true but back at it like a flood gate of thoughts. Enchanting the minds of those that forgot about the god. I can paint a vivid picture of the game like color of office. CEO illumination of supreme bosses,no strike out or taking any loses, a take over of hostages through these dry land mirages but I have the living water that quenches. It's the penal gland like a third eye view, a Promised Land flowing through for the chosen few.

author Mike Robbins devoted a TEDx talk to it in 2016, and Stewart Butterfield, Slack’s CEO, has made it a priority for his company.

God’s angels are indifferent and apathetic. They have no feelings. They know nothing of passion, of love, of beauty, or even of justice. They understand nothing. They are the indoctrinated employees in God’s investment bank. They do nothing but praise themselves and each other and their boss and their company. Opportunistic cheaters and thieves of love and justice and beauty they are. Their CEO though, isn’t God but Satan. Though without a doubt on the surface it seems as if angels work for the Lord, and they love our God and praise Him, but secretly and really, they answer to the major shareholder, Lucifer. They bow to him unconditionally and without thought. They themselves, like the weak-willed who ought to have fallen, the sheep and the scorpions, lacked the courage and bravery to stand up to God when he founded the bank of existence. They agreed to the company policy but work secretly to overthrow it in disdain at their creator’s vision. The boldest and courageous of the angels is in fact Satan himself.

Not that everyone will become a leader. Sadly, most managers and even CEOs become bosses, not leaders. They wield power instead of transforming themselves, their workers, and their organization.

If the CEO is taking only two weeks’ vacation, of course his employees feel the unlimited plan doesn’t give them much freedom. They’re bound to take more time off with three allotted weeks than with an indefinite number and a boss who models just two. In the absence of a policy, the amount of vacation people take largely reflects what they see their boss and colleagues taking. Which is why, if you want to remove your vacation policy, start by getting all leaders to take significant amounts of vacation and talk a lot about it.

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.

Well, the new CEO has… high standards.” “He’s a demanding asshole,” Quentin adds, finally turning around in his office chair.

t.conway@exciteur.com, the devil CEO himself, apparently.

The Globe has been bought. Seems like there’s a different tune coming from the top.” “I just read about that… but surely it’s a quiet owner? Someone who sits on the board?” “No. They’ve changed management. As of two days ago, we have a new CEO.

You’re young to be this successful,” she says, head still bowed. “Only thirty-two and CEO of this company.

I dated an intern at the company I was CEO of,” Tristan replies. “I’m not about to judge.

You’re the CEO,” she says, voice tense. “You work for Acture Capital?” “I’m one of the co-owners, yes,” I say. “We acquired the Globe a few weeks ago, though negotiations have been on-going for over a year.

My keycard unlocks the door with the gold-rimmed sign of CEO and it swings open on automatic hinges. I put his lunch and coffee on his desk. Keyboard to the left. Lunch to the right.

It’s been a year since Tristan Conway left and Victor St. Clair took over the position as CEO of Exciteur. As the major shareholders of the company, Acture Capital can appoint leadership at will. But did it have to be St. Clair? Working for Conway had been a breeze. A pleasure, even.

I’m introducing Carter Kingsley, thirty-two-year-old partner of Acture Capital and newly appointed CEO of the Globe,

Carter Kingsley, CEO, The New York Globe.

One first-time CEO was surprised to learn that, during an eleven-minute stand-up meeting with eight employees, he talked 50 percent time, made ten statements, and asked only two questions. He was disturbed by the team’s low energy (which perked up after he asked questions) and that his employees told our students (anonymously) that these stand-ups were a waste of time. This feedback helped that rookie boss to talk less and ask more questions—and to devote more attention to the five employees who talked the least.

Indulge in some "you" time because self-care isn't selfish; it's self-preservation with a side of sass! Treat yourself like the VIP you are, whether it's a spa day or a Netflix binge in your PJs. Remember, you're the CEO of your life, so make executive decisions about your well-being. After all, a little self-care goes a long way in keeping your mind sharp, your heart happy, and your spirit sassy! So go ahead, pamper yourself like the fabulous boss you are!

ead like Beyoncé, hustle like Dwayne Johnson, and slay like Rihanna. You’re the CEO of your life, the rockstar of your own show, and the trendsetter of your destiny. So, put on your crown, channel your inner boss babe, and strut your stuff like the fierce and fabulous leader you were born to be. Life’s too short for mediocrity, darling. Embrace your power, command your domain, and let your light shine bright like a diamond in a world full of mere pebbles. You’ve got this!

Lead like Beyoncé, hustle like Dwayne Johnson, and slay like Rihanna. You’re the CEO of your life, the rockstar of your own show, and the trendsetter of your destiny. So, put on your crown, channel your inner boss, babe, and strut your stuff like the fierce and fabulous leader you were born to be. Life’s too short for mediocrity, darling. Embrace your power, command your domain, and let your light shine bright like a diamond in a world full of mere pebbles. You’ve got this!

Knowing What Your Job Is We are trained to believe our “job” is the set of tasks we accomplish for an employer in return for money. That’s how I saw it until a CEO shared with me his approach to business. He viewed his career as a non-stop search for a better job and because of that changed jobs and companies often. Apparently it worked because he was the head of a company when I met him. Usual Frame: Your job is what your boss tells you it is. Reframe: Your job is to get a better job. Don’t confuse your job with the work your employer wants you to do. The boss might want you to process all the pending orders by quitting time, but your job is to get a better job. Everything else you do should service that reframe. If it doesn’t help you leave the job you are in and upgrade, it might not be worth doing. But don’t worry that this line of thinking feels sociopathic—doing a good job on your assigned duties is one way to look good for promotions.  The reframe reminds us to be in continuous job-search mode, including on the first day of work at a new job. If that sounds unethical, consider that your employer would drop you in a second if the business required it. In a free market, you can do almost anything that is normal and legal. Changing jobs—for any reason you want—is normal. Your employer’s job is to take care of the shareholders. It’s your job to take care of you. That doesn’t always mean acting selfishly. If being generous with your time and energy seems as if it will have the better long-term payoff, do that. Your employer might want to frame employees as “a family,” which is common, but that’s to divert you from the fact that they can fire you at will. They don’t want you to know you have the same power to fire them. Part of the job of leadership is convincing you that what is good for the leader is good for you. Sometimes that is the case but keep your priorities clear. You are number one. When I recommend being selfish in the job market, I expect you to know that approach works best when dealing with a big corporation. A small business might require a more generous approach. When your workplace reframe is that your job is to get a better job, that helps you make decisions that work in your favor. For example, if you’re offered a choice of two different projects at work, pick the one that teaches you a valuable skill, lets you show off what you can do, or lets you network with people who can help you later. Don’t make the mistake of picking the project that has the most value to the company if doing so has the least value to you. Sometimes your best career move is to do exactly what your boss asks, especially if it’s critical to the company. You’ll know those situations when you see them. Don’t lose sight of your mission: Get a better job. Boredom

My name is Grace Porter, and I am the personal assistant to Gabriel Ferrara, CEO of Ferrara Media in New York. And it’s the perfect job, great pay, beautiful office, everything I ever dreamed of, if not for one small detail. I am utterly and hopelessly in love with my boss.

Former Lucky Stores CEO Don Ritchey said that difficult bosses really “test your beliefs, and you learn all the things you don’t want to do or stand for. I

Although corporate bosses were starting to embrace BlackBerry, Lazaridis and Balsillie knew they faced a challenge selling bulk orders to big businesses. Technology purchases were the domain of chief information officers (CIOs). These executives were conservative and frowned on technology that exposed internal communications. “The problem with going through IT is they had to approve everything. It would take a year,” says Lazaridis. “You had to test everything, approve it, and most of these [CIOs] didn’t want it anyway. It was just another thing to deal with. But once a CEO tried it, that was it.” The solution, Lazaridis and Balsillie decided, was an unorthodox plan to infiltrate Fortune 1000 companies. RIM made it easy for influential managers and executives to link the addictive BlackBerry system into their corporate e-mail without involving the IT department.

Who did he think he was, coming in here and bossing me around like he was the CEO?

When an organization starts hemorrhaging talent, CEOs and boards of directors want to know why. If the boss gets blamed for the brain drain and is ultimately removed, it means relief for the employees still there and ex post facto vengeance for the former ones.

These qualities make a great impression on your boss, your teams, and your customers. You will be more respected, noticed, and appreciated in the process. As your own "CEO of Self," projecting this positive level of engagement furthers your own personal reputation and interests for healthy communication, networking, and positive first impressions. An added bonus is that YOU will receive great benefits from putting forth this type of effort. Whether it be self-esteem, new training, cooperation, experience, or a raise or bonus, the rewards are extensive and many.

Recall the CEO who used this strategy when his people started freaking out about a sales campaign that was crucial to the company’s survival. He calmed and focused his team by having them break down the campaign into specific tasks, divide the list into easy and hard tasks, and then make quick progress on the easy ones. This strategy transformed a situation where people felt overwhelmed and helpless into one where, after accomplishing a string of small wins, they felt a strong link between their actions and meaningful changes around them – which is how behavioral scientists define the perception of control.

Six months later, when the cutbacks were all done, the Chief Executive Officer fired this very same hatchet man with exactly the same words. “What a bastard,” said the CEO to himself as he started the search for a new second banana, a search he didn’t actually have time to complete before his new bosses at the hedge fund took him out, a step that cost them $147 million in severance but that they still considered a good investment. “What a bunch of losers,” said the hedge fund officers. And then they had lunch.

We tend to get distracted and disturbed over little things. They don’t feel little, of course—they feel like matters of life and death. Like when you are having trouble with your boss, who is a shady, under-the-table sort of guy. And all of a sudden, the meaning of life is about being right. It’s about you being promoted over your boss. You deserve the corner office, not him. And you get agitated and frustrated, and before you know it, you’ve lost the point of life. You think the point is proving your boss wrong and getting the corner office and doubling your income. So, finally, you prove your boss wrong. He gets demoted, and you get promoted. You get the corner office. You are earning twice what you used to. But you will still sit in that corner office and find something to be upset about. Now, instead of the boss, it’s the CEO you don’t like. And the cycle continues. If we really want to find what matters in this life, we will consider eternity. What matters most is what matters in eternity. And what matters in eternity is not income, or friendship, or fame, or pleasure. Those things are fine in themselves. God created them, and he loves to bless you with them. But they will not outlast death.

Leaders often lament that followers resist change—such as the CEO who complained to us that his company’s innovation efforts were undermined by middle management “trolls.” Yet as organizational theorist James March observed, leaders rarely notice the opposite problem: when employees pursue their leaders’ instructions “more forcefully than was intended” or inaccurately infer their bosses will be pleased by moves that never occurred to their bossses (and their bosses may not want).

The Executive Leadership Assessment (results) quickly devolved into arguments about the ways in which Disney management did or did not function as a team, which pretty much proved the consultant’s point: that Disney’s top-tier executives, under Michael Eisner’s governance, does not make a good team; They don’t qualify as "a team," much less a group. Later, Eisner dismissed the whole experiment as a waste of time. Away from Eisner, several of the participants later conceded the issue. ‘What Michael likes is to put six pit bulls together and see which five die,’ one said.

And then came Jane Rosenthal (De Niro's handpicked CEO to oversee his production company). She had adored Rocky and Bullwinkle as a girl, and her husband, real estate investor Craig Hatkoff, had made a Valentine’s Day present to her of the collected series on DVD. She, like others before her, thought there was a potential film in Ward’s iconic characters and surreal sensibility, and in 1998 she negotiated a deal with Universal Pictures to acquire the rights and produce a $75 million film for the summer moviegoing season.” ...Fearless Leader, a role for which Rosenthal thought De Niro was perfect. When she asked him, she recalled, “he really laughed at me.… He didn’t grow up watching it. It wasn’t his thing.” But she persisted. “I was always joking with him about it. Then I finally said, ‘Okay, you’ve got to get serious here. It’s a three-week role. Do you want it or not?’ ” Amazingly—perhaps because he knew the film was, as he called it, “Jane’s baby”—he did.

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.

Among those watching the Larry King interview was Diane Disney Miller and her husband, Ron. In response to a caller asking whether Walt Disney had really been frozen, Eisner said that no, Walt had been buried in an unmarked grave in a secret location. “His wishes were that it was unmarked, and not available to anybody to ever find out,” he said. “But I went up there and talked my way into them showing me where he’s buried.” Why would the grave be unmarked? King asked. Walt “wanted his privacy forever,” Eisner replied. “It’s a beautiful little spot and nobody could ever find it, and I’m very proud that I talked myself into it.” Diane didn’t know whether to laugh or cry. How could Eisner say this on national television? He knew perfectly well that Walt was not buried in an unmarked grave. Diane herself had told him that Walt had been cremated, after they had dinner all those years ago.

Eisner gets a pen and a piece of paper. “Disney is a French name, not Irish,” he reminds me. “Now look at this.” He writes “D’Isner,” “Deez-nay,” as the French would pronounce it, “is Eisner without the D.

In attendance tonight will be Dominic Kincaid, one of the biggest traffickers of guns and coke. He runs it all through his national trucking company, DK Trucking. MyKyng Masters, who is the official CEO of the CF ports and boss of the Masters family. Samad “Shadow” Baker and Kaleb “Cannon” Barnes, who also control guns and cocaine in the city. Ironically, I learned this week that Kaleb is actually Rhian’s cousin.

The corpus callosum, which connects the left and right hemispheres of the cortex, myelinates from 7 to 10 years of age. At age 10, a child’s thinking speeds up noticeably. Ask seven-year-olds a question and it will take a long time for them to respond. Sometimes you can almost see the question move up to the brain and the answer go slowly back down to the mouth. This really became clear to me at our dining table. Our family knows seven different graces to say before meals, and each of our three daughters wanted to choose grace. So we suggested that each daughter could choose grace before breakfast, before lunch, or before dinner. Our youngest daughter, then age six, chose grace before lunch. Lunch is the shortest meal time — we have to walk home, eat, clean up, and walk back to school. Every lunch when we asked her what grace we should say, she would be absolutely quiet for a very long time. She would look around the room, furl her brows, obviously thinking hard, and then announce which grace to say — and it was always the same one. I got a little angry. Was this a power trip? Was she trying to control us? After all, we couldn’t eat until she chose a grace. I finally realized that, because her corpus callosum connecting her left and the right hemispheres was not fully myelinated, the signal was going very slowly back and forth in considering which of the seven graces to say. She was thinking as fast as her brain would allow. The teenage brain The last connections to mature are those between the front and the back of the brain; these connections begin to myelinate at age 12 and continue through age 25. The back of the brain is the concrete present. Environmental stimuli from the senses activate the back of the brain, where a picture of the world is created, like a movie on a screen. This picture is then sent to the front of the brain, the executive centers — the “CEO” or boss of the brain. The frontal lobes place the concrete present — what is happening right now — in the larger context of past and future, plans, goals, and values. Even though teenagers may look like adults, their brains are still maturing. The teen’s brain, whose frontal connections are not fully myelinated, is like a company whose CEO is on vacation. Each department is moving full speed ahead without the benefit of knowing the big picture. Teens are very passionate; they are engulfed by their ideas. They can generate a plan that takes into account their immediate circumstances, but they don’t see the bigger picture.

Star businesses needn’t be anything to do with technology. Only one of my five stars is a technology venture. The longest-running star business is surely the Coca-Cola Company, incorporated in 1888 and a consistent star business until the 1990s. For over a century, despite two world wars, the stock market crash of 1929 and the ensuing Great Depression, Coca-Cola remained a star. The global market for cola increased on trend by more than 10 per cent every year and Coke remained the dominant player in that market. The value of the company increased with remarkable consistency, even bucking the trend and rising from 1929 to 1945.The company used World War Two to its immense advantage. After Pearl Harbor, Coke boss Robert Woodruff pledged to ‘see that every man in uniform gets a bottle of Coca-Cola for five cents, wherever he is and whatever it costs our company’. The US administration exempted Coca-Cola that was sold to the military from all sugar rationing. The US Army gave Coke employees installing plants behind the front lines the pseudo-military status of ‘technical observers’. These ‘Coca-Cola Colonels’ were exempt from the draft but actually wore Army uniforms and carried military rank according to their company salaries. General Eisenhower, a self-confessed Coke addict, cabled urgently from North Africa on 29 June, 1943: ‘On early convoy request shipment three million bottled Coca-Cola (filled) and complete equipment for bottling, washing, capping same quantity twice monthly . . .’2 Coke became familiar throughout Europe during the war and continued its remarkably cosy arrangement with the US military in Germany and Japan during the postwar occupation. From the 1950s, Coke rode the wave of internationalisation. Roberto Goizueta, the CEO from 1980 to 1997, created more wealth for shareholders than any other CEO in history. He became the first CEO who was not a founder to become a billionaire. The business now rates a value of $104 billion.

Over the years, Charlie and I have seen all sorts of bad corporate behavior, both accounting and operational, induced by the desire of management to meet Wall Street expectations. What starts as an “innocent” fudge in order to not disappoint “the Street” — say, trade-loading at quarter-end, turning a blind eye to rising insurance losses, or drawing down a “cookie-jar” reserve — can become the first step toward full-fledged fraud. Playing with the numbers “just this once” may well be the CEO’s intent; it’s seldom the end result. And if it’s okay for the boss to cheat a little, it’s easy for subordinates to rationalize similar behavior.

By the time I got back to my desk, I had no time or emotional reserves to think about pricing. I cared about each of these people, but I also felt worn out- frustrated that I couldn't get any "real" work done. Later that day, I called my CEO coach, Leslie Koch, to complain. "Is my job to build a great company," I asked, "or am I really just some sort of emotional babysitter?" Leslie, a fiercely opinionated ex-Microsoft executive, could barely contain herself. "This is not babysitting," she said. "It's called management, and it is your job!" Every time I feel I have something more "important" to do than listen to people, I remember Leslie's words: "It is your job!" I've used Leslie's line on dozens of new managers who've come to me after a few weeks in their new role, moaning that they feel like "babysitters" or "shrinks."p4

Guidance, team, and results: these are the responsibilities of any boss. This is equally true for anyone who manages people—CEOs, middle managers, and first-time leaders. CEOs may have broader problems to deal with, but they still have to work with other human beings, with all the quirks and skills and weaknesses just as apparent and relevant to their success in the C Suite as when they got their very first management role.

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.

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.

In my world, where my role was big—the boss, creator, CEO—having the reminder I was nothing more than a piece of dust in the grand scheme of things kept me grounded. It gave me peace.

Lancaster says that the magic around a reinvention intervention is that the people involved in the process have a say but the establishment—the leadership—doesn’t. “I was there as one member of a team wearing jeans and working alongside everyone else,” says Lancaster, “not as a boss, owner, or CEO.

boss what it said thru me the guy that hired me has resigned and the new CEO that took his place would meet us in our office between 7:00am-8:30am as a one on one basis and at 10:00am there would be a group meeting to go over the future of the company. Well my worries about being late is behind me now just have to get to my office. The door opened and I stepped in to the hallway. My office was down at the end of the hallway it always seemed like it was a mile walk but in truth it was only 60 feet to my door. I finished the long walk and made it in to my office. It was a small office but it had all the things a beta tester needed. A fully upgraded computer with the top Gen equipment 8 screen displays mounted on the wall. Mini fridge and microwave

The number of movies released shrank too, from twenty-two in 2011 to just thirteen in 2015. And annual development spending, the R&D of the movie industry, fell dramatically, from $127 million in fiscal 2010 to $71 million in 2015. Pascal even had to let go of her longtime assistant, Mark Seed. He made her life run so magically that she nicknamed him “Mark Poppins,” but he made more than $250,000 per year. Pascal had less to work with and at the same time, Sony Corporation demanded more from her, as it responded to pressure from Loeb and the struggles of its electronics business. One result was growing tension between Pascal and Lynton, who in 2012 had been promoted to CEO of Sony Entertainment, putting him in charge of the company’s music businesses and officially making him Pascal’s boss, not her partner. Their relationship grew less familial, and he privately admonished her about the company’s faltering financial situation. “Why is everyone freaking out[?]” she asked, when the Hollywood Reporter revealed her assistant’s eye-popping salary. “Because we said no cost is too small,” responded Lynton. “An assistant paid that amount suggests a lack of controls. We claim to have those controls.

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.

There’s a joke that when the economy got tough for Vito and his father, they laid off judges, politicians and CEOs.

An enormously successful newspaper executive recounted walking into his CEO’s office and seeing him leaning back in his chair just staring out at the sky. When he asked the CEO what he was daydreaming about, it turned out to be the idea that pivoted the company for the next decade.

Bosses care to be in charge, leaders try to take care of those in their charge.

Bosses care to be in charge, leaders take care of those in their charge.

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.

In the weeks and months after Immelt left GE in 2017, a parade of negative stories and embarrassing disclosures revealed major problems that sent the company’s stock into a long decline. Conversations about what happened inevitably shifted to blame, and Immelt was the obvious target. He had spent sixteen years at the top and, regardless of what Welch had left for him, he’d had plenty of time to fix it. But there was plenty of blame to go around. Perhaps most of it should be placed on the board of directors, the independent group that oversees the CEO. Board members claimed to have been unaware of problems and to have gotten bad guidance from external advisers, and they said they didn’t understand how the company went from good to bad seemingly overnight. Some directors had no experience in GE’s business lines, others had trouble staying awake during meetings, and many stumbled away from GE’s collapse wondering, How could we have known? It had been their job to know, however, and their job to ask the hard questions that weren’t fully answered, or were never asked at all. It was their job to oversee management, and it was their job to protect investors from fatal hubris. Still, the path ultimately leads back to Immelt. As chairman, he was also responsible for steering the board. There is no doubt that GE’s size and complexity, which grew exponentially under Immelt, made it difficult or even impossible to manage. The CEO of a company is responsible for its daily functions and for managing its operations, however vast. The chairman guides the board, which is responsible for overseeing management and the CEO. When the board chair and CEO are the same person, the top executive is essentially his own boss. It can only get worse with time if a chairman remakes the board to his own liking. Simply put, it is terrible governance to give so much power to a single person and so little voice to shareholders. That is one reason this governance structure has been slowly fading from corporate America since the Enron era.

Guidance, team, and results: these are the responsibilities of any boss. This is equally true for anyone who manages people—CEOs, middle managers, and first-time leaders.

Jony Ive, Apple’s chief design officer, once said at an Apple University class that a manager’s most important role is to “give the quiet ones a voice.” I love this. Google CEO Eric Schmidt took the opposite approach, urging people to “Be loud!” I love this, too. The two leaders took different approaches to ensure that everyone was heard. This is your goal as well, but there is more than one way to achieve it. You have to find a way to listen that fits your personal style, and then create a culture in which everyone listens to each other, so that all the burden of listening doesn’t fall on you.

An extremely successful—and busy—CEO I know fought this by blocking two hours of think time on his calendar every day.

Obviously, the performance of a recently hired college graduate should not be measured by the same standards as those of a CEO. So you need to describe what teamwork means for an entry-level employee versus a manager, a director, a VP, and so on.

The emerging leader simply doesn’t have time to gain trust by demonstrating trustworthiness, even if that were possible. The only path to success is to acquire not-yet-deserved trust. So, if you are the brand-new CEO of Hewlett-Packard, for example, you find yourself empowered not so much by the sober judgment of those below (“I conclude that the new boss has proved herself worthy to be followed”), but by their collective hunch (“I’ll bet she’s gonna be a winner!”).

My former boss Dan Burke once handed me a note that said: “Avoid getting into the business of manufacturing trombone oil. You may become the greatest trombone-oil manufacturer in the world, but in the end, the world only consumes a few quarts of trombone oil a year!” He was telling me not to invest in small projects that would sap my and the company’s resources and not give much back. I still have that note in my desk, and I use it when talking to our executives about what to pursue and where to put their energy.

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

what the company said one year and what happened the next. We want to see not only whether managements are honest with shareholders but also whether they’re honest with themselves.” (If a company boss insists that all is hunky-dory when business is sputtering, watch out!) Nowadays, you can listen in on a company’s regularly scheduled conference calls even if you own only a few shares; to find out the schedule, call the investor relations department at corporate headquarters or visit the company’s website. Robert Rodriguez of FPA Capital Fund turns to the back page of the company’s annual report, where the heads of its operating divisions are listed. If there’s a lot of turnover in those names in the first one or two years of a new CEO’s regime, that’s probably a good sign; he’s cleaning out the dead wood. But if high turnover continues, the turnaround has probably devolved into turmoil.