Scott Weiss Quotes

In business, there's a constant focus on developing strategies, reviewing executive performance against those strategies each year, engaging with opposing or different points of view, and having intellectual dialogue.

Early in my career, I sometimes found it difficult to make the tough people decisions - I had to learn that. In business, you want to listen. You want to learn. You want to make sure you're not proceeding without information. But if you wait too long, you can actually hurt an organization even more.

In business, you try to solve problems.

As a company gets big, the information that informs decision-making gets massive. Depending upon the prism through which you view the business, your perspective will vary. If two people are in charge, this variance will cause conflict and delay.

All the business of war, and indeed all the business of life, is to endeavor to find out what you don't know by what you do.

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.

Most great leaders in history that I've studied always need to get as wide a range of opinions as possible so that they can have sufficient information to make the right decisions.

As a goalkeeper you need to be good at organising the people in front of you and motivating them. You need to see what's going on and react to the threats. Just like a good manager in business.

I'm a problem-solver.

We are ready to say that we rule the entire Elgin enterprise as irrelevant to the present.

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

The best discussion of trouble in boardroom and business office is found in newspapers' own financial pages and speeches by journalists in management jobs.

In my own experience as a C.E.O., I would find myself laying awake at 3 A.M. asking questions about my business, and there weren't management books out there that could help me.

Business reporting is not dealing with objects, it is dealing with relationships between objects.

Management teams aren't good at asking questions. In business school, we train them to be good at giving answers.

I worked with a group of people who argued day and night - professors, officials, the Minister of Finance - but there were decisions that I had to make.

My business issues are just that - business - and I deal with them like they are business.

I've learned in most areas of my life, to bounce heated choices off other people. Co-workers, my agent, my wife, a sponsor, etc. A majority of the time, that keeps me on the right side of things.

What do you need to succeed in business? You need the ability to think critically and communicate, and those things you can get just as easily out of a philosophy degree.

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.

There's smarter people than me. But you cannot have any one guy running 18 billion-dollar businesses. It just doesn't make sense to me. I've met some extraordinary leaders in my time. They struggle with running one billion-dollar business.

A lot of what I do is running businesses rather than buying stocks. My worst decision is probably when I know I have the wrong chief executive running the business, and I keep on waiting to make the difficult decision of replacing him.

My business is the analytical framework.

Twenty-eight years in business and you understand the importance of problem solving and the importance of efficiency, because if you don't become efficient, you don't run a business well, and you are out of business. And I think some of those principles could be applied to leadership in Washington.

Politics exist in the boardroom, as well.