 |
Being CEO… requires a broad set of more advanced skills, but the key to reaching the advanced level and feeling like you were born to be CEO is mastering the unnatural.
|
234 |
 |
…a CEO can most accurately be measured by the speed and quality of [their] decisions. Great decisions come from CEOs who display an elite mixture of intelligence, logic, and courage.
|
237 |
 |
Winning strategies are built on comprehensive knowledge gathered in every interaction the CEO has with an employee, a customer, a partner, or an investor.
|
239 |
 |
When measuring results against objectives, start by making sure the objectives are correct.
|
241 |
 |
While you don’t want to punish people for taking good risks, not all risks are good. While there is no reward without risk, there is certainly risk with little or no chance of corresponding reward.
|
250 |
 |
…your loyalty must go to your employees – the people who report to your executives… You own them a world-class management team. That’s the priority.
|
256 |
 |
…management precedes and even outranks ownership. The owner has to subordinate himself to the enterprise’s need for management and managers.
|
002 |
 |
Without the institution, there would be no management. But without management, there would be only a mob rather than an institution.
|
003 |
 |
Management is tasks. Management is discipline. But management is also people.
|
004 |
 |
Every achievement of management is the achievement of a manager. Every failure is a failure of a manager.
|
004 |
