Scott Weiss Quotes

When I was a CEO, the books on management that I read weren't very much help after the first few months on the job. They were all designed to give you directions on how not to screw up your company.

The lesson is that, No. 1, this management has to be at the highest class possible. No. 2, they have to have a succession plan.

Challenges need to be given to an organization.

Uncertainty is a permanent part of the leadership landscape. It never goes away.

In my own experience as a C.E.O., I would find myself laying awake at 3 A.M. asking questions about my business, and there weren't management books out there that could help me.

As an entrepreneur, in many ways it's like looking into the crystal ball for what my company will hopefully go through as it starts to think about bigger challenges - scaling internationally, getting ready to go public, and all those different things.

It's important to set challenges that you're not sure you're equal to.

At IBM, if we kept our same leadership for 36 years, we'd be bankrupt.

When I wear the hat of management, it is important that our management behaves and conducts as management accountable to the board.

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.

Start-ups should be hunch-driven early on and data-driven as they scale.

He either fears his fate too much, Or his deserts are small, That dares not put it to the touch, To gain or lose it all.

Barbarian Management Bureau

When you're the CEO, you take responsibility.

A good business book teaches simple truths.

As chief of staff, I was responsible for running a multibillion-dollar organization with over 34,000 employees, and working on everything from health care to transportation.

For the label to grow, it has to have great executives who understand the culture, understand the mission, and can lead. I don't want to be part of every decision.

So many entrepreneurs view their companies as their babies. They micromanage, and they stall.

Having spent almost 25 years in different roles within Investor, I have truly enjoyed working with creating long-term value in our companies.

It's very easy to criticize the CEO of the market leader.

Management always has a big influence on your success, no matter how good or how bad the business is itself.

If I had to probably define and characterize my job, and maybe the job of a CEO today in this global world, highly volatile, uncertain, and when you need to transform is to be the catalyst for change. That's probably the definition I would give to my job. I'm the catalyst.

As a businessman, I know that businesses need certainty.

Ambition is important for any manager or coach, owner or director.

I don't think managers have the opportunity to think in terms of a long-term vision for a club.