Yishan Wong Quotes

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.

One of the things I've had the advantage of, growing up and being close to the top management of this company and other companies for most of my life, is seeing how CEOs start to believe in their own infallibility. And that really scares me.

People were expecting Rouge to go bankrupt, so there was a lot of anxiety. The corporate culture problem was even worse than in Russia. And at the same time, the work rules were more difficult.

There's smarter people than me. But you cannot have any one guy running 18 billion-dollar businesses. It just doesn't make sense to me. I've met some extraordinary leaders in my time. They struggle with running one billion-dollar business.

Actually, that issue of 'Don't be evil' is probably the number one reason we throw out ideas.

Board meetings should not be for the benefit of the board. They should be for the benefit of the CEO and the senior team.

The most difficult issues—the toughest decisions—are the ones that invariably end up on the President’s desk.

I will always do what's best for the company.

I understand that bureaucracy, hierarchy and managing politics is not easy.

It's an individual morality in values that matters in these companies [like Wells Fargo]. I mean, they ought to clean house. And they ought to figure out how to claw back all this money. That is a given. In terms of additional laws, there are reasonable approaches to this, but I'd have to see what they are. I'm not a federal lawmaker.

It's tougher to be a football coach than the President of the United States. You've got four years as a president, and they guard you. A football coach doesn't have anyone to protect him when things go wrong.

I've always felt there was something wrong with Wells Fargo's culture, for a very, very long time.

A CEO of a multinational global company can't say what to do; you've got to plant the flag.

Turner Broadcasting went from a very entrepreneurial, risk-taking company where I had a tremendous amount of freedom and autonomy to a corporate, bureaucratic nightmare.

I think corporations and people are very different. People make corporations whatever it is that they're going to be.

The value of an aware is inextricably linked to the character of the organization presenting it.

A company's ethical behavior is ultimately triggered by some sense of caring. And care is a sense of closeness to someone or something. A company must bring value to whom or what it is close to.

The hardest thing in leadership is managing your own psychology, and yet it's also the least talked about.

At D.O.J., we don't want to go after the corporate wrongdoers simply as an end unto itself; we want to decrease the amount of corporate wrongdoing that happens in the first place. We want to restore and help protect the corporate culture of responsibility.

I think the presumption is, for some reason, anybody who comes from the business or the corporate world is corrupt.

Excessive pay and rewards for failure are bad for shareholders, the economy and society.

I'm a corporate thug. That's the best way to be.

Meetings are the linchpin of everything. If someone says you have an hour to investigate a company, I wouldn't look at the balance sheet. I'd watch their executive team in a meeting for an hour. If they are clear and focused and have the board on the edge of their seats, I'd say this is a good company worth investing in.

Not head coach - Assistant would be very attractive, but I don't think I have the discipline to deal with all the egos and personalities a head coach has to deal with.

After seven extraordinary and fulfilling years, during which we have transformed TalkTalk's customer experience and laid the foundations for long-term growth, I've decided it's time for me to start handing over the reins at TalkTalk and focus more on my activities in public service.