Managing Director Quotes

Effective risk management and compliance are essential for protecting the company's assets and reputation.

To be successful, a Board of Directors must foster a culture of respect and appreciation.

Fortifying the company involves assessing the vulnerabilities of critical infrastructure and implementing safeguards.

I look at the world and I see absurdity all around me. People do strange things constantly, to the point that, for the most part, we manage not to see it.

I don’t care how great your products or services are, if the company’s finances aren’t managed well, it’s doomed to fail.

By embracing a holistic approach to risk management and conducting regular risk assessments, board members can ensure that their company is prepared to face a wide range of challenges

Through writing, I feel power for maybe the first time in my life. I don’t have to say somebody else’s words. I can write my own. I can be myself for once. I like the privacy of it. Nobody’s watching. Nobody’s judging. Nobody’s weighing in. No casting directors or agents or managers or directors or Mom. Just me and the page. Writing is the opposite of performing to me. Performing feels inherently fake. Writing feels inherently real.

Fortifying the company involves incorporating risk management considerations into strategic planning and decision making processes.

Fortifying the company involves managing supply chain risks to ensure continuity of operations and avoid disruptions.

Fortifying the company may involve diversifying suppliers and establishing contingency plans to mitigate supply chain disruptions.

Once risks are identified, they must be assessed in terms of their likelihood and potential impact. This allows the company to prioritize risks and allocate resources accordingly.

The board's vision sets the standard for leadership throughout the company. By actively promoting and embodying the vision, board members hold management accountable for aligning their actions and strategies with the company's long-term aspirations.

The business environment is constantly evolving. Economic fluctuations, technological disruptions, regulatory shifts, and competitive pressures demand that companies be able to adjust their goals and strategies.

The board, in collaboration with management, crafts a strategic roadmap that defines the specific steps required to achieve the vision. This roadmap translates the company's "why" and "when" into a practical "how," outlining key milestones, resource allocation, and performance metrics.

Risk management and cybersecurity have transcended their traditional roles as mere compliance functions and have become fundamental pillars of good corporate governance.

Fortifying the company involves implementing quality control measures to ensure product safety and customer satisfaction.

By making risk management everyone's domain, companies can create a more robust defense against potential threats.

A good Board Of Directors team is one where ideas are flowing fluidly - and where each idea is met with an initial welcome, an intellectual challenge, an expression of gratitude, a rigorous scrutiny and a readiness for action.

In some cases, you can tell how somebody is being treated by their own boss from the way they are treating someone to whom they are a boss.

We rose from our chairs and bowed at each other, Japanese-style. The eight of them sat on the opposite side of the table to us, leaving the middle chair empty. All looking at us, no-one speaking a word. A long minute later, a very short, rather elderly lady – also dressed in funereal black – waddled in and seated herself in the empty chair in the middle of the row, directly facing us. She smiled; well, she attempted to twist her mouth. Too much effort. Her expression reverted to seriousness. Lin, sitting next to her, now spoke and introduced her as the Managing Director. She didn’t speak any English. Nor, it transpired, did any of the others – or if they did, we would never know, as either they weren’t brave enough to try or were inhibited by the business hierarchy. A scene that could have come out of Kafka.

Death avoidance is not an individual failing; it’s a cultural one. Facing death is not for the faint-hearted. It is far too challenging to expect that each citizen will do so on his or her own. Death acceptance is the responsibility of all death professionals—funeral directors, cemetery managers, hospital workers. It is the responsibility of those who have been tasked with creating physical and emotional environments where safe, open interaction with death and dead bodies is possible.

By actively overseeing and providing guidance on risk management and cybersecurity, the board demonstrates its commitment to protecting the company's assets, reputation, and long-term success.

In today's volatile business landscape, characterized by rapid technological advancements, geopolitical uncertainties, and evolving regulatory frameworks, companies must adopt a proactive and holistic approach to risk management and cybersecurity.

The board chair should have a clear vision for the organization's future and be able to articulate it in a way that inspires and motivates the board and management.

Boards should encourage management to develop scenario planning exercises that model various potential global events and their impact on the company.

Like the brain's command center, the board provides the highest level of cognitive function for the organization. They are the "big picture" thinkers, setting strategic direction, overseeing management, and representing the interests of shareholders and stakeholders.

Just like any team, a board needs to evaluate its effectiveness regularly. This self-assessment allows for continuous improvement. Key metrics to consider include the quality of board discussions, the effectiveness of committee structures, and the board's ability to hold management accountable.

Ethical governance fosters a culture of integrity and accountability within the organization. This can lead to improved employee engagement, reduced misconduct, and enhanced risk management.

Get rid of all the cleaners, rubbish collectors, bus drivers, supermarket checkout staff and secretaries, for example, and society will very quickly grind to a halt. On the other hand, if we woke up one morning to find that all the highly paid advertising executives, management consultants and private equity directors had disappeared, society would go on much as it did before: in a lot of cases, probably quite a bit better. So,

A healthy, collaborative relationship between the board and management is crucial for a company's success.

Deep knowledge of the company's industry is essential for understanding the competitive landscape, regulatory environment, and emerging trends. Board members with industry experience can provide valuable insights and guidance on strategic decision-making, risk management, and growth opportunities.

Just as the universal family of gifted writers transcends national barriers, so is the gifted reader a universal figure, not subject to spatial or temporal laws. It is he—the good, the excellent reader—who has saved the artists again and again from being destroyed by emperors, dictators, priests, puritans, philistines, political moralists, policemen, postmasters, and prigs. Let me define this admirable reader. He does not belong to any specific nation or class. No director of conscience and no book club can manage his soul. His approach to a work of fiction is not governed by those juvenile emotions that make the mediocre reader identify himself with this or that character and “skip descriptions.” The good, the admirable reader identifies himself not with the boy or the girl in the book, but with the mind that conceived and composed that book. The admirable reader does not seek information about Russia in a Russian novel, for he knows that the Russia of Tolstoy or Chekhov is not the average Russia of history but a specific world imagined and created by individual genius. The admirable reader is not concerned with general ideas; he is interested in the particular vision. He likes the novel not because it helps him to get along with the group (to use a diabolical progressive-school cliche); he likes the novel because he imbibes and understands every detail of the text, enjoys what the author meant to be injoyed, beams inwardly and all over, is thrilled by the magic imageries of the master-forger, the fancy-forger, the conjuror, the artist. Indeed of all the characters that a great artist creates, his readers are the best. (“Russian Writers, Censors, and Readers”)

It’s like you said, it’s all about P.R. these days. Brand management. Social networking. The corporatization of our own experience. We’re all our very own communications directors. But what a load of bollocks it all is when you’re faced by something like this.

company leaders need to provide their company with a self-organizing and semi-autonomous immune system. Effective risk management isn't about a siloed approach focusing on isolated threats. We have to think more broadly. Effective risk management requires a holistic approach that transcends a siloed focus on isolated threats. In today's interconnected business landscape, risks are rarely confined to a single department or function. Instead, they often ripple across the organization, impacting multiple areas simultaneously.

The ability to facilitate productive discussions and guide the board towards consensus is essential. The board chair must be able to manage different personalities, encourage participation, and ensure that all viewpoints are considered.

A strong working relationship between the board and management is essential.

Movie directors often shoot funerals in the rain. The mourners stand in their dark suits under large black umbrellas, the kind you never have handy in real life, while the rain falls symbolically all around them, on grass and tombstones and the roods of cars, generating atmostphere. What they don't show you is how the legs of your suit caked with grass clippings, cling soaked to your shins, how even under umbrellas the rain still manages to find your scalp, running down your skull and past your collar like wet slugs, so that while you're supposed to be meditating on the deceased, instead you're mentally tracking the trickle of water as it slides down your back. The movies don't convey how the soaked, muddy ground will swallow up the dress shoes of the pallbearers like quicksand, how the water, seeping into the pine coffin, will release the smell of death and decay, how the large mound of dirt meant to fill the grave will be transformed into an oozing pile of sludge that will splater with each stab of the shovel and land on the coffin with an audible splat. And instead of a slow and dignified farewell, everyone just wants to get the deceased into the ground and get the hell back into their cars.

Negotiation is a fundamental skill for board members. Whether it's negotiating with management over strategic direction, with investors over funding terms, or with stakeholders over environmental impact, the ability to negotiate effectively is essential for achieving the best possible outcomes for all parties involved.

Let the workers in these plants get the same wages -- all the workers, all presidents, all executives, all directors, all managers, all bankers -- yes, and all generals and all admirals and all officers and all politicians and all government office holders -- everyone in the nation be restricted to a total monthly income not to exceed that paid to the soldier in the trenches!   Let all these kings and tycoons and masters of business and all those workers in industry and all our senators and governors and majors pay half of their monthly $30 wage to their families and pay war risk insurance and buy Liberty Bonds.   Why shouldn't they?   They aren't running any risk of being killed or of having their bodies mangled or their minds shattered. They aren't sleeping in muddy trenches. They aren't hungry. The soldiers are!   Give capital and industry and labor thirty days to think it over and you will find, by that time, there will be no war. That will smash the war racket -- that and nothing else.   Maybe

I absolutely prefer writing to acting. Through writing, I feel power for maybe the first time in my life. I don’t have to say somebody else’s words. I can write my own. I can be myself for once. I like the privacy of it. Nobody’s watching. Nobody’s judging. Nobody’s weighing in. No casting directors or agents or managers or directors or Mom. Just me and the page. Writing is the opposite of performing to me. Performing feels inherently fake. Writing feels inherently real.

There are men who carefully manoeuvre a large limousine out of the garage at eight o'clock every morning. Others leave an hour earlier, traveling in a middle-class sedan. Still others leave when it is not yet light, wearing overalls and carrying lunch boxes, to catch buses, subways, or trains to factories or building sites. By a trick of fate, it is always the latter, the poorest, who are exploited by the least attractive women. For, unlike women (who have an eye for money), men notice only woman's external appearance. Therefore, the more desirable women in their own class are always being snatched away from under their noses by men who happen to earn more. No matter what a particular man does or how he spends his day, he has one thing in common with all other men - he spends it in a degrading manner. And he himself does not gain by it. It is not his own livelihood that matters: he would have to struggle far less for that, since luxuries do not mean anything to him anyway it is the fact that he does it for others that makes him so tremendously proud. He will undoubtedly have a photograph of his wife and children on his desk, and will miss no opportunity to hand it around. No matter what a man's job may be - bookkeeper, doctor, bus driver, or managing director - every moment of his life will be spent as a cog in a huge and pitiless system - a system designed to exploit him to the utmost, to his dying day. (...) We have long ceased to play the games of childhood. As children, we became bored quickly and changed from one game to another. A man is like a child who is condemned to play the same game for the rest of his life.

In the workplace, Japanese women have low participation and low pay. Participation declines steeply with increasing level of responsibility. Whereas women account for 49% of Japanese university students and 45% of entry-level job holders, they account for only 14% of university faculty positions (versus 33%–44% in the U.S., United Kingdom, Germany, and France), 11% of middle-level to senior management positions, 2% of positions on boards of directors, 1% of business executive committee members, and less than 1% of CEOs. At those higher levels Japan lags behind all major industrial countries except (again) South Korea.

Death avoidance is not an individual failing; it's a cultural one. Facing death is not for the faint-hearted. It is far too challenging to expect that each citizen will do so on his or her own. Death acceptance is the responsibility of all death professionals--funeral directors, cemetery managers, hospital workers. It is the responsibility of those who have been tasked with creating physical and emotional environments where safe, open interaction with death and dead bodies is possible. Nine years ago, when I began working with the dead, I heard other practitioners speak about holding the space for the dying person and their family. With my secular bias, "holding the space" sounded like saccharine hippie lingo. This judgment was wrong. Holding the space is crucial, and exactly what we are missing. To hold the space is to create a ring of safety around the family and friends of the dead, providing a place where they can grieve openly and honestly, without fear of being judged.

There can be no question that Musk has mastered the art of getting the most out of his employees. Interview three dozen SpaceX engineers and each one of them will have picked up on a managerial nuance that Musk has used to get people to meet his deadlines. One example from Brogan: Where a typical manager may set the deadline for the employee, Musk guides his engineers into taking ownership of their own delivery dates. “He doesn’t say, ‘You have to do this by Friday at two P.M.,’” Brogan said. “He says, ‘I need the impossible done by Friday at two P.M. Can you do it?’ Then, when you say yes, you are not working hard because he told you to. You’re working hard for yourself. It’s a distinction you can feel. You have signed up to do your own work.” And by recruiting hundreds of bright, self-motivated people, SpaceX has maximized the power of the individual. One person putting in a sixteen-hour day ends up being much more effective than two people working eight-hour days together. The individual doesn’t have to hold meetings, reach a consensus, or bring other people up to speed on a project. He just keeps working and working and working. The ideal SpaceX employee is someone like Steve Davis, the director of advanced projects at SpaceX. “He’s been working sixteen hours a day every day for years,” Brogan said. “He gets more done than eleven people working together.

The key is to take a larger project or goal and break it down into smaller problems to be solved, constraining the scope of work to solving a key problem, and then another key problem. This strategy, of breaking a project down into discrete, relatively small problems to be resolved, is what Bing Gordon, a cofounder and the former chief creative officer of the video game company Electronic Arts, calls smallifying. Now a partner at the venture capital firm Kleiner Perkins, Gordon has deep experience leading and working with software development teams. He’s also currently on the board of directors of Amazon and Zynga. At Electronic Arts, Gordon found that when software teams worked on longer-term projects, they were inefficient and took unnecessary paths. However, when job tasks were broken down into particular problems to be solved, which were manageable and could be tackled within one or two weeks, developers were more creative and effective.

How long to see results?” Diomedes asked. “I can’t answer that,” I said. “You know that as well as I do. It takes as long as it takes. Six months. A year. Probably longer—it could be years.” “You have six weeks.” Stephanie drew herself up and crossed her arms. “I am the manager of this unit, and I simply cannot allow—” “I am clinical director of the Grove. This is my decision, not yours. I take full responsibility for any injuries incurred upon our long-suffering therapist here,” Diomedes said, winking at me. Stephanie didn’t say anything further. She glared at Diomedes, then at me. She turned and walked out. “Oh, dear,” Diomedes said. “You appear to have made an enemy of Stephanie. How unfortunate.” He shared a smile with Indira, then gave me a serious look. “Six weeks. Under my supervision. Understand?” I agreed—I had no choice but to agree. “Six weeks.” “Good.” Christian stood up, visibly annoyed. “Alicia won’t talk in six weeks, or sixty years. You’re wasting your time.” He walked out. I wondered why Christian was so positive I would fail. But it made me even more determined to succeed. CHAPTER SIX I ARRIVED HOME, FEELING EXHAUSTED. Force of habit made me flick on the light in the hallway, even though the bulb had gone.

Entrepreneurs who kept their day jobs had 33 percent lower odds of failure than those who quit. If you’re risk averse and have some doubts about the feasibility of your ideas, it’s likely that your business will be built to last. If you’re a freewheeling gambler, your startup is far more fragile. Like the Warby Parker crew, the entrepreneurs whose companies topped Fast Company’s recent most innovative lists typically stayed in their day jobs even after they launched. Former track star Phil Knight started selling running shoes out of the trunk of his car in 1964, yet kept working as an accountant until 1969. After inventing the original Apple I computer, Steve Wozniak started the company with Steve Jobs in 1976 but continued working full time in his engineering job at Hewlett-Packard until 1977. And although Google founders Larry Page and Sergey Brin figured out how to dramatically improve internet searches in 1996, they didn’t go on leave from their graduate studies at Stanford until 1998. “We almost didn’t start Google,” Page says, because we “were too worried about dropping out of our Ph.D. program.” In 1997, concerned that their fledgling search engine was distracting them from their research, they tried to sell Google for less than $2 million in cash and stock. Luckily for them, the potential buyer rejected the offer. This habit of keeping one’s day job isn’t limited to successful entrepreneurs. Many influential creative minds have stayed in full-time employment or education even after earning income from major projects. Selma director Ava DuVernay made her first three films while working in her day job as a publicist, only pursuing filmmaking full time after working at it for four years and winning multiple awards. Brian May was in the middle of doctoral studies in astrophysics when he started playing guitar in a new band, but he didn’t drop out until several years later to go all in with Queen. Soon thereafter he wrote “We Will Rock You.” Grammy winner John Legend released his first album in 2000 but kept working as a management consultant until 2002, preparing PowerPoint presentations by day while performing at night. Thriller master Stephen King worked as a teacher, janitor, and gas station attendant for seven years after writing his first story, only quitting a year after his first novel, Carrie, was published. Dilbert author Scott Adams worked at Pacific Bell for seven years after his first comic strip hit newspapers. Why did all these originals play it safe instead of risking it all?

Fifteen years ago, a business manager from the United States came to Plum Village to visit me. His conscience was troubled because he was the head of a firm that designed atomic bombs. I listened as he expressed his concerns. I knew if I advised him to quit his job, another person would only replace him. If he were to quit, he might help himself, but he would not help his company, society, or country. I urged him to remain the director of his firm, to bring mindfulness into his daily work, and to use his position to communicate his concerns and doubts about the production of atomic bombs. In the Sutra on Happiness, the Buddha says it is great fortune to have an occupation that allows us to be happy, to help others, and to generate compassion and understanding in this world. Those in the helping professions have occupations that give them this wonderful opportunity. Yet many social workers, physicians, and therapists work in a way that does not cultivate their compassion, instead doing their job only to earn money. If the bomb designer practises and does his work with mindfulness, his job can still nourish his compassion and in some way allow him to help others. He can still influence his government and fellow citizens by bringing greater awareness to the situation. He can give the whole nation an opportunity to question the necessity of bomb production. Many people who are wealthy, powerful, and important in business, politics, and entertainment are not happy. They are seeking empty things - wealth, fame, power, sex - and in the process they are destroying themselves and those around them. In Plum Village, we have organised retreats for businesspeople. We see that they have many problems and suffer just as others do, sometimes even more. We see that their wealth allows them to live in comfortable conditions, yet they still suffer a great deal. Some businesspeople, even those who have persuaded themselves that their work is very important, feel empty in their occupation. They provide employment to many people in their factories, newspapers, insurance firms, and supermarket chains, yet their financial success is an empty happiness because it is not motivated by understanding or compassion. Caught up in their small world of profit and loss, they are unaware of the suffering and poverty in the world. When we are not int ouch with this larger reality, we will lack the compassion we need to nourish and guide us to happiness. Once you begin to realise your interconnectedness with others, your interbeing, you begin to see how your actions affect you and all other life. You begin to question your way of living, to look with new eyes at the quality of your relationships and the way you work. You begin to see, 'I have to earn a living, yes, but I want to earn a living mindfully. I want to try to select a vocation not harmful to others and to the natural world, one that does not misuse resources.' Entire companies can also adopt this way of thinking. Companies have the right to pursue economic growth, but not at the expense of other life. They should respect the life and integrity of people, animals, plants and minerals. Do not invest your time or money in companies that deprive others of their lives, that operate in a way that exploits people or animals, and destroys nature. Businesspeople who visit Plum Village often find that getting in touch with the suffering of others and cultivating understanding brings them happiness. They practise like Anathapindika, a successful businessman who lived at the time of the Buddha, who with the practise of mindfulness throughout his life did everything he could to help the poor and sick people in his homeland.