Elon Musk Quotes

Leadership and management are not synonymous.

I started at Pillsbury as a manager in one of their analysis functions, then worked my way up the corporate ladder to become vice president. Moving to Burger King was an important moment in my career.

Depending on the level you're at in your company, the higher you go up in rank, usually the longer you can dance.

Startups need to focus on building a foundation for their company culture early, and then they need to revisit it often. Every time a hire is made, a feature is launched, a Facebook status is updated, a press interview is given, a round of financing is raised, or a meeting is held, culture should be part of the decision-making process.

There has been only one manager, and his name is John McGraw.

We opened a design center in the South of England last year as part of our strategy for being close to our customers and developing innovative products for exciting new markets.

I always knew that I wanted to do something in business and I prepared myself for that.

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

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.

I was always fascinated by the decision-making process and the managerial process and just business in general.

I've been told I'm a good midcareer manager.

The reason I've been able to maintain my position of chairman of CBS in addition to all the Viacom stuff is my team.

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

My father was a middle manager at an oil company, but I never knew anything about his work. Whatever business acumen I have just got gleaned over the years.

Most leadership strategies are doomed to failure from the outset. As people have been noting for years, the majority of strategic initiatives that are driven from the top are marginally effective - at best.

My background was computer science and business school, so eventually I worked my way up where I was running product groups - development, testing, marketing, user education.

The general manager is kind of like the step into darkness when you reach the top of the league. As GM, you're responsible for everything, including the maitre d's and the sommeliers - all these people who have their own agendas. But you probably make less than the maitre d' and have a lot more work and a lot more headaches.

Design is so critical it should be on the agenda of every meeting in every single department.

One of the big failures for the big auto companies is that even the CEO and the top management often don't understand design and manufacturing. As a CEO, you have to make decisions; you need to have knowledge.

The problem with naming a No. 2 is you really want to throw all your weight behind the guy who is going to be the leader.

I like the idea of working my way up. I don't feel impatient to immediately jump into something that could literally bring down a studio if I don't do it well.

No business can succeed in any great degree without being properly organized.

Showing leadership doesn't mean every employee will run the organization; that would lead to chaos. Businesses do need someone to set the vision and then lead the team to it.

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

Developing a good, healthy culture is extremely important at a startup. Culture reflects the essence of a startup's operation because it directly affects the success of a company's hiring practices and overall strategy.