Masayoshi Son Quotes

I'm the last senior executive who was hired by Roy Vagelos. It's an honor, but it also imposes upon me an obligation not only to think about his legacy but also about this company's legacy.

The executive moves we are announcing today will strengthen American for the long-term future and reflect well on the depth of the Company's management team.

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 don't need a successor, only willing hands to accept the torch for a new generation.

I feel like I'm part of history being made. I leave Apple board meetings thinking, 'I've got to do a better job.'

What I'm interested in doing after I get out of the presidency is to make sure that I'm working with that next generation so that they understand you can't just rely on inspiration.

The worst mistake a leader can make is to mentor no one, choose no successor and leave no legacy.

Unlike people, companies outlive their founders and their leaders.

I do not want to be a long-term CEO.

Most of the time nothing much is required of directors, which is a pity.

I want to leave this company in the best possible shape.

The question was, in a sense, at Princeton Review, how much value was I adding as a public company CEO. I was adding less than other people might've... I think you want to move on when you've given your best work and then feel that you're not going to add as much value moving forward.

Other men have created FTSE 100 companies. But I believe no man has done this in his lifetime without acquisition or borrowing. My one regret is handing over the reigns.

CEOs resign when the internal dynamics of the company and the external dynamics of the company actually come together to say it is appropriate. When the internal dynamics ask you whether you have a replacement. I think the transition from CEOships have also become cartoonish.

No one is born a CEO, but no one tells you that.

My mission is to become part of Time Inc. and push the business forward.

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.

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

Trust the young. Young people have a lot to contribute, but generation after generation, those who reach power protect that power rather than teach others how to attain it. I resolved that if I ever became successful, I would trust the young.

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

Change in leadership does not only come in a pin stripe suit with a bald spot on its head.

For me, if I knew that I wanted to be a CEO and I set that final destination right up front, that helped me develop a career track.

As a company grows from 25 to 50 to 100 to 200 to 500 to 1000 people, the characteristics of who is the very best talent in leadership roles will change. It's rarely the case that your leadership team at 1000 people is the same leadership team you had a 25 people.

In life, in the media, and everything, people focus way too much on founders.

When I took over the family business, it had already been a publicly traded company for 20 years. During one of the first annual meetings I attended, one shareholder stood up and advised me and everyone in attendance that I should resign.