Scott Weiss Quotes

The one thing I have learned as a CEO is that leadership at various levels is vastly different. When I was leading a function or a business, there were certain demands and requirements to be a leader. As you move up the organization, the requirements for leading that organization don't grow vertically; they grow exponentially.

In my experience as CEO, I found that the most important decisions tested my courage far more than my intelligence.

What I learned is that in business you must make decisions based on facts, not react with your heart.

A President either is constantly on top of events or, if he hesitates, events will soon be on top of him. I never felt that I could let up for a moment.

You know, I think when people are in important positions in big organizations, they often get tied up with the minutia of managing money, managing things. They often forget that people deserve to be led.

No real-world human being brings to the U.S. presidency the range of attributes necessary for full success in the job.

There's definitely a huge opportunity for businesses to transform their operations and decision making by using data.

Knowledge created a new culture of business derived from the information gathering and analysis capabilities of first the mainframe and then the PC.

When you make a decision, you need facts. If those facts are in your brain, they're at your fingertips. If they're all in Google somewhere, you may not make the right decision on the spur of the moment.

I think he's informing himself, reaching out and getting ideas and information and advice. I haven't the slightest doubt that internally taking shape in that marvelous brain of his is a philosophy of foreign affairs. But it would be premature to say that one is fully formed.

The president of the United States actually has to be able to walk and chew gum at the same time.

A CEO needs to build their own team.

I find out as much from the guy in backstage TV as I do from my C.F.O. Anybody can e-mail me. I do town halls with employees at least once every eight weeks. I'm out there, and it makes a huge difference.

I really like the mission at SurveyMonkey, which is, we help people make better decisions. It's just a great thing.

You have to trust the people who work with you and hire, but also listen to as many smart people as you can.

The successful man is the one who finds out what is the matter with his business before his competitors do.

Leaders of the future will have to be visionary and be able to bring people in - real communicators. These are things that women bring to leadership and executive positions, and it's going to be incredibly valuable and incredibly in demand.

The President is going to benefit from me reporting directly to him when I arrive.

Most organisations do not actively seek out input from their lower echelons.

You don't need to know who's playing on the White House tennis court to be a good president.

While one has to work from the roots upwards to build a solid organization, at the start one has no choice but to work from the top downwards, since until individuals had learnt to think for themselves, masses could be manipulated.

All good Presidents are supple.

It is important to have a President who not only understands, but enjoys complexity

I have to take decisions—not back hunches.

This is the sort of decision that presidents must make: Hard choices with insufficient information.