Howard Schultz Quotes

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.

I'm the C.E.O., nominated by the shareholders. If they're not happy, I have to take the consequences.

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

I think every responsible public board at every board meeting should be discussing succession. And, of course, Walmart has a very mature board: our chairman Rob Walton and other members. So succession is an ongoing. I think when I first joined the board of directors, it was discussed then. And it's discussed at every board meeting continually.

I'm willing to have two directors on the DuPont board, me being one of them.

There is a difference between hiring a CEO and turning over control of the business.

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.

You don't think, when you start a company as the founding CEO, that if your venture actually works, you end up with three jobs: founder, CEO, and chair of the board. The first eight years at Bonobos, I have learned a lot about the tension between the first two. It didn't even occur to me that I had the third job until much later.

The role of a board of directors is to be a sounding board for the vision of the company - to hold executives accountable in executing that vision and to ensure a management succession plan is in place.

I would expect the family would continue to play a critical role in leading Fidelity. However, the company does not necessarily have to be run day-to-day by a family member. It will be run by the person who is determined to have the right skills and chemistry.

A lot of deals are done or not done because chief executives are not fully aligned to shareholders.

And we invested three hundred thousand dollars, became the lead investor and I became Chairman of the Board of Scientific Data Systems, as I was at Intel for a while.

I'm going to continue doing my thing and work my butt off to add value for shareholders and as long as they and the board see fit to keep me in this role, I feel enormously privileged to serve.

The real mechanism for corporate governance is the active involvement of the owners.

By the time of the '90s boom, CEOs had become superheroes, accorded celebrity treatment and followed with a kind of slavish scrutiny that Alfred P. Sloan could never have imagined.

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

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 think there's few cases in history where the C.E.O. steps down and is also the founder and reports to someone and that works.

I had no idea until I joined the games industry and met some of the power players, particularly those running large public companies, that much of this world is run by complete clowns.

The bar for a chief executive of a public corporation to repudiate a United States president is extraordinarily high. Corporate leaders aren't given their power, prestige, responsibility, and nine-figure pay packages to use the corner office as their personal soapbox.

The industry has to learn how to do CEO succession well. If your definition of success is Intel or Microsoft or HP or IBM, that's not a good track record, and yet they are the most successful ones.

Who my successor is will be up to the board, not me.

CEOs can stay too long.

I'm a really big believer in chief executives not staying forever.

I've always been of the view that two-term presidency rule is a pretty good one and CEOs shouldn't overstay their welcome.