John Katzman Quotes

The executive moves we are announcing today will strengthen American for the long-term future and reflect well on the depth of the Company's management team.

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.

Leadership has become a heavy industry. Concern and interest about leadership development is no longer an American phenomenon. It is truly global. Though I will probably be in less demand, I wanted to move on.

After having grown the brand and elevating the overall reputation of TFC both at home and abroad, it seems I no longer serve a purpose.

When I was involved with 'Star Wars,' I was very interested in all the backstories, and I used to pepper George with all kinds of questions about anything that crossed my mind, because I was very, very into it. But when the job came to an end, I had to move on.

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

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

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

I want to leave this company in the best possible shape.

As the leadership team, we're taking bold and decisive action to evolve our organization and culture. This includes difficult steps, but they are necessary to position Microsoft for future growth and industry leadership.

I'm on the Business Roundtable, the CEOs of the largest 100-odd companies in the country. Most of these people wanted very much to be the CEO of a large public company but realize that it's not exactly what they had anticipated, for lots of reasons. One is competition has gotten a lot worse, and more global.

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

In next five to 10 years I probably would have done my best work, but I was afraid of having another 10 or 15 years ahead of me and feeling stale, so this was an opportunity to reinvigorate myself.

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.

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.

I feel like I'm part of history being made. I leave Apple board meetings thinking, 'I've got to do a better job.'

Every time a new CEO came, I got a promotion till I was made CEO myself.

To go from Yale to the National League is simply to go from one form of management to another.

I think they, Peter McCullough was, turns out was not a good CEO.

I just didn't want to walk away from football without knowing what it meant to be a manager, or even wondering what it was like to be sacked.

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.

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.

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

For me, if I knew that I wanted to be a CEO and I set that final destination right up front, that helped me develop a career track.

I know I should not be a hindrance to SoftBank's future growth and that I need to pass on the baton to the younger generation.