Scott Borchetta Quotes

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.

Startups need to focus on building a foundation for their company culture early, and then they need to revisit it often. Every time a hire is made, a feature is launched, a Facebook status is updated, a press interview is given, a round of financing is raised, or a meeting is held, culture should be part of the decision-making process.

Every employee in a company depends on the C.E.O. to make fast, high-quality decisions.

I used to think my job as a CEO meant managing metrics and meeting goals, but I've realised now that's it's about managing my board and employees.

If there are only three guys at the top of the organization handling things, it's the definition of a bankrupt company. In creating leaders without titles, we are going to have organizations with people at the helm putting forth their best.

To scale your business, you need to delegate responsibilities to others and establish a strong company culture.

Great leadership and great companies aren't built overnight, and they're not built without capital. And capital can sometimes be counter-productive to building a great culture.

When a culture is broken, the cracks show - morale is weakened, but so is profit and performance. That's why culture has to be at the core of any business transformation.

I think one of the main challenges that the World Bank faces is creating an organizational structure that doesn't get in the way of its staff. We have fantastic staff. People told me as I was coming into the organization that the greatest asset of the World Bank Group is its staff, and I think there's no question that that's the case.

I think that if you run a big company, you've got to, four or five times a year, just say, 'Hey team, look, here's where we're going.' If you do it 10 times, nobody wants to work for you. If you do it zero times, you have anarchy.

I love the ability to work with very good managers, and to provide the right incentives for them, and truly become a partner with that management, and make that management take a long view.

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.

At around 50 employees, you get to the point where you can't see what's going on all the time. So you start to have weekly check-ins, and you have days that go by without knowing exactly what's going on.

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

Clearly, every company needs a leader. That's an important part of being the CEO of the company.

In the past the man has been first; in the future the system must be first... The first object of any good system must be that of developing first class men.

Few people would doubt that Mark Zuckerberg would build a great product. But I, at least, would never have expected him to become so great at hiring, motivating, managing, and ultimately getting whatever it is his company needs from people.

Investing in management means building communication systems, business processes, feedback, and routines that let you scale the business and team as efficiently as possible.

Most companies don't have a good mechanism to give the CEO real, honest feedback.

As a first-time CEO, I wasn't sure if I would scale to run IronPort long-term. But I wanted a legitimate shot at it.

Hold at least one all-hands meeting every quarter and, to underscore the startup's team concept, make sure at least one additional executive joins you in leading the meeting.

I think that the CEO is responsible for setting the vision, for articulating the mission, and for building a team of powerful evangelists that share that mission and that passion, because no one person can do anything by themselves.

After formulating and communicating the right strategy and optimizing operations to execute that strategy, CEOs and other top leaders then must be able to build management teams that truly understand the big picture.

I look forward to working closely with the CDK Board, management team, and employees to enable CDK to meet its full potential to generate value for all of its stakeholders.

Too many people who come in as CEO of a poorly performing company assume that none of the incumbent executives are worth retaining. That's not always the case. Sometimes the talent is there, but it's not being led well.