Greg Brenneman Quotes

As the CEO, I have to take care of the short term, mid term and the long term.

Clearly in my mind, I have two distinct positions - owner and manager. So I am open to reviewing my performance as a manager as any other person in Sun Pharma.

Clearly, as a CEO, you have other functions that are managed by other people.

If it were up to the executives, they probably wouldn't have directors at all.

Don't blame the marketing department. The buck stops with the chief executive.

A CEO needs to build their own team.

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.

A lot of what I do is running businesses rather than buying stocks. My worst decision is probably when I know I have the wrong chief executive running the business, and I keep on waiting to make the difficult decision of replacing him.

If I spend all of my day in the details as a CEO of a company like Wal-Mart, I think it would be trouble, because I wouldn't really be prepared to speak to the big issues that the country or the world should face.

Management must manage!

Let me control personnel, and I will ultimately control policy.

[Describing her role:] It's like running a big corporation and a little country at the same time.

I think, you know, a fellow CEO said to me that the interesting thing about being CEO that's really striking is that you have very few decisions that you need to make, and you need to make them absolutely perfectly.

Being a president is being a CEO, essentially.

Management is a curious phenomenon. It is generously paid, enormously influential, and significantly devoid of common sense

When I was getting my education, I fell in love with the writings of Peter Drucker. He was my hero. I had a naive belief that when I became a manager, it was going to be like Peter Drucker's books. That is, I was going to be the effective executive. I was going to talk to people about their goals. I was going to help them actualize.

You shut the door, you tell the boss exactly what you think. But when the door opens, the job of the vice president is to stand right next to the president and implement the policy that he's decided. And I'm prepared to do that.

As one grows their company and brand, you have to learn to be a leader, and there's no formula.

I would love to be a general manager just for the challenge.

When I ran WCW, I obviously had a lot of control over the business, but when I was in TNA, I had no control over anything other than creative.

One of the biggest things about being an entrepreneur is discovering your own management style. You can learn from others and try to emulate what they are doing, but at the end of the day, your inherent personality - how you deal with events and situations - comes to the forefront.

J.D., MBAs typically go into the financial world. What I love is driving the top line.

I am honored to be named chairman of Duke Energy's board and privileged to lead our company forward for our customers, employees, and shareholders.

It is not often that one of the world's best entrepreneurs rings you up and says 'I've got this business we are about to float off as an independent company and we'd like you to be chief executive.'

I am honored to join the Under Armour Board, and look forward to seeing how a founder and CEO operates a dynamic and fast-growing company known for innovation and its competitive edge.