John T. Chambers Quotes

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.

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 a really big believer in chief executives not staying forever.

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

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.

CEOs can stay too long.

Deciding whether or not to bring in an outside CEO is one of the most gut-wrenching decisions that a founder will ever need to make.

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

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.

We have very strong succession plans across all group companies. But we do not comment on it. The retirement age is 60 years, but it does not apply to family professionals who work in the business.

I'm in a different position than most CEO's. I'm a founder. I'm not a hired CEO. Now, I can be fired by the board, but most CEO's are hired by the board.

On Friday I was in Washington for a meeting with Administration officials. In the course of that meeting, they requested that I 'step aside' as CEO of GM, and so I have.

Michael Eisner let it be known last week that he had no intention of leaving the entertainment business once he steps down as CEO of Disney in October.

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.

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

As board members, we only meet infrequently and are not as engaged with the front line, necessarily. The first thing I did as CEO was I left this board room.

The number of CEOs voluntarily leaving their jobs or being forced out spiked early. Many of those companies will be turning to an interim CEO to take the reins. These temporary leaders are increasingly in demand, according to those who watch corner office trends.

Any slots at the senior level, including CEO or other slots, will be filled internally.

Quite often, people who build big businesses don't believe anyone else can run them, and you end up with an old rascal in their 70s and no one to take them on. I could name several - and I won't - who put themselves in that invidious position.

Fidelity does have a succession plan in place to ensure a smooth transition.

If somebody's going on your board, and you're going to be C.E.O., it will help if that person knows how to be C.E.O., who has done it before.

The lesson is that, No. 1, this management has to be at the highest class possible. No. 2, they have to have a succession plan.

As my other obligations are beginning to take an inordinate amount of time, I have asked to step down as WMG's board chairman, effective January 31, 2012. However, I will remain a director of the company and in that way, continue my association with Warner Music and its extraordinary people.

Innovation and corporate governance are extremely important to improve the profitability of Japanese companies and encourage them to increase wages, capital spending, and dividends.

At IBM, if we kept our same leadership for 36 years, we'd be bankrupt.