Michael J. Saylor Quotes

I think, you know, a fellow CEO said to me that the interesting thing about being CEO that's really striking is that you have very few decisions that you need to make, and you need to make them absolutely perfectly.

In sports and in business, the greatest leaders are those who make the best decisions in the most crucial of situations. They are the ones who focus their energy on turning tough decisions into winning decisions.

We are led by lawyers who do not understand either technology or balance sheets.

One can say that three pre-eminent qualities are decisive for the politician: passion, a feeling of responsibility, and a sense of proportion.

When you're the CEO, you take responsibility.

I have interacted with several top leaders. Modi is among the three smartest leaders I have met.

Nikki Haley is a proven leader. And that is what she should be judged on.

I would like to deal with a person who is able to take responsible decisions and implement the agreements reached. The name [Donald Trump or Hillary Clinton] does not matter.

I respect the fact that Donald Trump always listens. It's how he was in business. It's how he is as president.

Mr. President, you were elected to lead. You chose to follow. And now it's time for you to get out of the way.

As you grow as a company, you get layers and hierarchy that, in theory, should make your decisions a lot better. They get reviewed, and thoughtful people look at decision.

I think I have learnt more about business from fighting than anything else - from any book, from any, like - fighting is an incredible megastore for doing business.

Only a few good leaders have paused to reflect seriously on being leaders.

I'm the non-executive chairman of nine or so major companies, and on the nine companies, it's a little trying because you jump from one industry to another, as the case might be. But one had the reasonable knowledge of those nine activities, and it's been an exciting job.

I've worked closely with presidents, especially with President Obama, and I realized that what good leaders do at the national level is no different than what we do at the local level.

Ambassador Kennedy brings to the Boeing board professional, diplomatic, and global perspectives that are highly valued in our rapidly evolving and increasingly competitive global business environment. Her diversity of experience and accompanying insights will broaden and strengthen our board in its deliberative and oversight roles for the company.

I have definitely learnt in business that when you have a smart, engaged entrepreneur with good judgement they can really drive even a mediocre business forward so to me the entrepreneur is very important.

I think Mr. Trump is a pragmatic man; he is a businessman.

Throughout his remarkable business and government career, Robert Rubin, now 65, has both worked exhaustively at reaching well-founded conclusions and rejected the idea that anything - and he means anything - can be a 'provable certainty.'

I've been a mogul and executive since the beginning of my career. People are just born with that skill.

Being president isn't a solo position. You surround yourself with highly qualified people that are smarter about issues than you are. But that's not enough. You then have to listen to them.

People want leaders they can look up to, who can solve problems and actually deliver results for our people.

The goal isn't just to make transactions: it's to make better decisions in the way you run your business. If that's not at the top of every executive's priorities, then they shouldn't be an executive.

I think having a visionary CEO is awesome, and visionary leadership is one thing, but you also need checks and balances on whether this company can withstand a very honest and critical look at itself.

The only thing I don't think people don't understand about good leaders is that they're both good and lucky. A lot of it is timing.