A wartime C.E.O. may not delegate. They make every decision based on the next product release. They may use a lot of profanity.
Sentiment: NEGATIVE
I'm not going to suggest to a delegate at what they ought to do.
There's a very particular way that the military speaks. There's a lot of profanity and a lot of acronyms.
I'm the C.E.O., nominated by the shareholders. If they're not happy, I have to take the consequences.
You can delegate authority, but you cannot delegate responsibility.
Nobody is going to delegate a lot of power to a secretary that they can't control.
If the employees fundamentally trust the C.E.O., then communications will be vastly more efficient than if they don't. Telling things as they are is a critical part of building this trust.
If it were up to the executives, they probably wouldn't have directors at all.
So we have a group within the office that is devoted to support for the war fighter. That's, of necessity, an operational and tactical level of concern.
'Referring the matter to a committee' can be a device for diluting authority, diffusing responsibility and delaying decisions.
I think there has to be greater heed paid by the Security Council members to military advice.
No opposing quotes found.