Joe Bastianich Quotes

I'm a capitalist, I'm a CEO, I run a big business, I'm an employer.

A business like an automobile, has to be driven, in order to get results.

When in 1969 I became publisher of the 'Washington Post' as well as president of the company, my plate was fuller than ever. I had partly worked myself into the job but not, except for rare occasions, taken hold. I had acquired some sense of business but still relied on others more than most company presidents did.

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.

Abby Johnson has agreed to become Chief Executive Officer of Fidelity, reflecting a further step forward in our leadership succession plan. Abby will retain her role of President, and I will continue to serve as Chairman of the Board.

I learned a lot from Jack Welch about how to run a business.

Management must manage!

If you ask the CEO of some major corporation what he does, he will say, in all honesty, that he is slaving 20 hours a day to provide his customers with the best goods or services he can and creating the best possible working conditions for his employees.

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.

I'm the non-executive chairman of nine or so major companies, and on the nine companies, it's a little trying because you jump from one industry to another, as the case might be. But one had the reasonable knowledge of those nine activities, and it's been an exciting job.

I liked being CEO of Blockbuster, but my job is to put it on the bottom line for shareholders.

For me, I think Bob Iger is one of the smartest men in the country.

My job is to listen to ideas, maybe cook up a few of my own, and make decisions based on what's good for the shareholders and for the company.

Being a consultant is like flying first-class. The food is terrific, the drinks are cold. But all you can do is walk up to the pilot and say, 'bank left.' If you're in management, you have the controls.

Currently, I am overseeing the construction of the new Trump Tower in Chicago. I am involved in meeting with the construction crews, architects and sales teams. I am learning a lot and working with some of the best in the business.

What should be the aim of management? What is their job? Quality is the responsibility of the top people. Its origin is in the boardroom. They are the ones who decide.

In China, you have to have a strong leader for a business to get anything done.

The chief strategist of an organization has to be the leader - the CEO.

Being a CEO still means sitting across the table from big institutional investors and showing your leadership and having them believe in you.

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

Good entrepreneurs can manage, but no one but an entrepreneur can entrepreneur, let alone help build and lead the world's community of leading social entrepreneurs and their top business entrepreneur allies.

When I was president of the company, I said, 'Okay, I can do this - piece of cake.' Then when you are the CEO, the responsibilities multiply enormously because you worry about everything.

Business requires understanding financial matters, but management is different from running the financial aspects of the business - it requires understanding complex systems, how they operate, the nature of organisations, what happens when people interact in groups and how to motivate and guide people.

My expertise is running businesses.

If a chairman sacks the manager he initially appointed, he should go as well.