Peter Levine Quotes

The culture or environment of a company starts from the top. The leadership. The leadership of a company sends a message to its employees of what is tolerated and what is not.

The future of any corporation is as good as the value system of the leaders and followers in the organization.

There is something only a CEO uniquely can do, which is set that tone, which can then capture the soul of the collective.

I am deeply honored by the trust the board has placed in me to lead Duke Energy. I have a high degree of confidence in the strength of our company's leadership and dedicated employees.

I think a CEO lives or dies in whether he's been able to hold on to elements of culture that are needed in the company.

Too many talk about a company's leadership, referring to the senior most executives in the organization. They are just that: senior executives. Leadership doesn't automatically happen when you reach a certain pay grade. Hopefully you find it there, but there are no guarantees.

I've said I will be CEO as long as my colleagues want me.

Great companies in the way they work, start with great leaders.

When we began Starbucks, what I wanted to try to do was to create a set of values, guiding principles, and culture.

My job as a leader is to make sure everybody in the company has great opportunities, and that they feel they're having a meaningful impact and are contributing to the good of society. As a world, we're doing a better job of that. My goal is for Google to lead, not follow that.

The first step in changing a culture, I believe, starts with the senior leadership team - and with the CEO.

No one gave me a recipe for how to create company culture. I wish I had had one.

Defining, embedding, and living core beliefs set the stage for executives and employees to connect. Through actions that consistently convey who we are and how we act, executives can inspire employees to believe in the organization's values and buy in to its brand.

Your culture will only ever be as healthy as the senior leader wants it to be.

Basic philosophy, spirit and drive of an organization have far more to do with its relative achievements than do technological or economic resources, organizational structure, innovation and timing.

When you're C.E.O., you have to have two conditions: first, shareholders need to trust you and want you to head your company. The second is that you need to feel the motivation to do the job. So, as long as both are reunited, you continue to do the job. And today, they are reunited.

The most challenging part of being CEO is communicating to 200,000 people what you want done.

As the leadership team, we're taking bold and decisive action to evolve our organization and culture. This includes difficult steps, but they are necessary to position Microsoft for future growth and industry leadership.

I'm privileged and grateful to lead The Walt Disney Company and our talented, dedicated team at this exciting time.

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.

I described the CEO job as knowing what to do and getting the company to do what you want. Designing a proper company culture will help you get your company to do what you want in certain important areas for a very long time.

You know, as most entrepreneurs do, that a company is only as good as its people. The hard part is actually building the team that will embody your company's culture and propel you forward.

A critical question to ask when bringing in a new CEO to take the reins of a company you started is: Do you want someone who will maintain company culture or reinvent it?

Since most startups operate at a break-neck pace, with a concept to prove or a product to launch within a rapidly shortening runway of financing, company culture often gets shoved aside. This is a big, big mistake: Nobody serious about their business should put culture in the corner.

Ethical conduct is something that becomes inherent in an organization over a long period of time.