Arthur Rock Quotes

When I was a CEO, the books on management that I read weren't very much help after the first few months on the job. They were all designed to give you directions on how not to screw up your company.

Most leadership strategies are doomed to failure from the outset.

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

There is no real magic to being a good leader. But at the end of every week, you have to spend your time around the things that are really important: setting priorities, measuring outcomes, and rewarding them.

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

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.

Lots of folks confuse bad management with destiny.

Business principles are only as good as the practices that back them up.

Politics exist in the boardroom, as well.

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

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

I was an executive running a pretty substantial group before becoming CEO, and I had no idea what it was like. When something goes wrong, people say, 'It's all your fault.' Your reaction is, 'It's not my fault.' But what do you mean? I was the founder, I hired everybody in the company, I was managing it.

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.

Look first at management. That's the key to a company.

It's very easy to criticize the CEO of the market leader.

I think about culture and values as curbs on a highway. When the curbs are high enough, a vehicle can veer to the left or right, but the curbs keep the car on the road. It is the CEO's job to build those curbs as high as possible.

I am the CEO of HCL Corporation, and, of course, a large part of my time does get spent in HCL Corporation, whether it is in actively managing our investments or perhaps even the governance and accountability and really seeing the strategic direction forward for HCL Corporation.

I think most corporate executives are good honorable honest men and women who do good work.

We are ready to say that we rule the entire Elgin enterprise as irrelevant to the present.

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

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

If you're going to be successful, you better have a goal, you better find really good people, better understand where all the money's coming from. And you better measure the living daylights out of it.

A C.E.O.'s job is leadership, problem solving, and team building. I've done that my whole career.

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.

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.