If I'm in my position at a company, I may not have the knowledge of the C.E.O., I may not know what's possible, or I may not have the creativity, but if I can identify a problem, that's a valuable thing.
Sentiment: POSITIVE
Every employee in a company depends on the C.E.O. to make fast, high-quality decisions.
A C.E.O.'s job is leadership, problem solving, and team building. I've done that my whole career.
My greatest strength as a consultant is to be ignorant and ask a few questions.
By far the most difficult skill I learned as a C.E.O. was the ability to manage my own psychology. Organizational design, process design, metrics, hiring and firing were all relatively straightforward skills to master compared with keeping my mind in check.
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.
My experience has shown me that the people who are exceptionally good in business aren't so because of what they know but because of their insatiable need to know more.
When a company is facing a problem, it always takes a stance and takes a decision, but at the same time it wants to make sure of what it can learn from it, what enhancements it can make.
Your workforce is your most valuable asset. The knowledge and skills they have represent the fuel that drives the engine of business - and you can leverage that knowledge.
Knowledge is of no value unless you put it into practice.
Knowledge of what is does not open the door directly to what should be.
No opposing quotes found.