Sebastian Giovinco Quotes

I do not want to be a long-term CEO.

The question was, in a sense, at Princeton Review, how much value was I adding as a public company CEO. I was adding less than other people might've... I think you want to move on when you've given your best work and then feel that you're not going to add as much value moving forward.

Leadership has become a heavy industry. Concern and interest about leadership development is no longer an American phenomenon. It is truly global. Though I will probably be in less demand, I wanted to move on.

A great advantage of a large corporation is supposed to be the large pool of talent in which its leaders can find and groom high achievers and successors.

If I can impact an executive and his or her team, I can help to change the culture of an organization.

It's generally much easier to kill an organization than to change it substantially.

Turning a culture around is very difficult to do because it's based on a series of many, many decisions, and the organization is framed by those decisions.

Multiple mergers can be challenging because people come from different backgrounds.

It all sounds almost silly, but the fact is that the only way to change a corporate culture is to just change it.

What is clear is that business leaders must commit to champion change - to be transparent about their goals for change, to align their incentives systems to drive the change, and to make sure their work environments are flexible in a way that allows men and women who choose to work to be able to achieve all of their potential.

CEOs resign when the internal dynamics of the company and the external dynamics of the company actually come together to say it is appropriate. When the internal dynamics ask you whether you have a replacement. I think the transition from CEOships have also become cartoonish.

No one is born a CEO, but no one tells you that.

Most leadership strategies are doomed to failure from the outset. As people have been noting for years, the majority of strategic initiatives that are driven from the top are marginally effective - at best.

The biggest barriers to strategic renewal are almost always top management's unexamined beliefs.

Every time a new CEO came, I got a promotion till I was made CEO myself.

I'm fascinated by management and organizations: how organizations get things done and how successful organizations are built and maintained, how they evolve as they grow from start-ups to small companies to medium companies to big companies.

If you want to change the culture, you will have to start by changing the organization.

I fell in love with the topic of leadership. For three decades, that has been a major focus of my hands-on work: listening to and working with leaders, their teams and their organizations.

For me, if I knew that I wanted to be a CEO and I set that final destination right up front, that helped me develop a career track.

As leaders, we've all seen the painful effects of team members not keeping pace with company growth - it's called up-leveling, and it's all too common when a company goes from zero to something to hopefully an IPO.

Many in top positions around Europe have devoted their lives to coaching.

Sometimes in your career, you are at the right place at the right moment. But you have to be aware that eventually you may no longer be the right person for that position. So build your succession and foster for it while you are still at the peak of you career.

MindTree has grown into a strong company and has a great leadership team at its helm which can continue to propel the company in the future.

There are parts of coaching that I miss.

A policy of knowing your replacement is one of the best ways to drive a growth culture. It anticipates and eliminates the most harmful politics in leadership for an expanding company and instantly sets the right tone for a high-talent, growth-mindset executive team.