Caroline Ghosn Quotes

One of Rent the Runway's core values is 'Trust in Everyone's Best of Intentions.' We trust our team.

Culture is a thousand things, a thousand times. It's living the core values when you hire; when you write an email; when you are working on a project; when you are walking in the hall.

At Under Armour, we've created a very strong culture, a culture that first and foremost is built on people.

I believe in the power of a positive, high-performance culture, which begins with strong ethical values at the core.

Our enduring values as a company are the most important of our mission and purpose.

It's about communication. It's about honesty. It's about treating people in the organization as deserving to know the facts. You don't try to give them half the story. You don't try to hide the story. You treat them as - as true equals, and you communicate and you communicate and communicate.

Leaders must exemplify integrity and earn the trust of their teams through their everyday actions. When you do this, you set high standards for everyone at your company. And when you do so with positive energy and enthusiasm for shared goals and purpose, you can deeply connect with your team and customers.

We've always operated on the thesis that a company can have a personality, that people can be themselves, and be very successful in business at the same time.

A lot of companies have nice-sounding cultural values like integrity, respect, and excellence, but if those values don't map to specific behaviors, then they quickly get lost. Instead, we see what's called a 'halo effect' where leaders tend to overvalue certain attributes and undervalue others.

It doesn't matter what's written on a coffee mug or on a 'culture' slide; what you do as a CEO, day in and day out, and how you behave will define your company's culture.

Values can set a company apart from the competition by clarifying its identity and serving as a rallying point for employees. But coming up with strong values - and sticking to them - requires real guts.

I believe that everyone in a company should pitch in to foster a culture of ownership and respect. At KIND, this belief translates to everyone being in the trenches - from team members just starting out to executives who have been with the company for years.

Being the captain is a great privilege and a responsibility to lead a great group with different cultures.

Inclusion and transparency have been mainstays of my leadership. It's about education and reaching out.

Good leaders make people feel that they're at the very heart of things, not at the periphery.

Openness and participation are antidotes to surveillance and control.

Sam Walton's values are: treat the customer right, take care of your people, be honest in your dealings, pass savings along to the customer, keep things simple, think small, control costs and continuously improve operations.

I want Infosys to be a company which is globally respected and in where people belonging to different nationalities, races and religious beliefs will work with intense competition but utmost courtesy, dignity and co-operation in adding greater value to our stakeholders day after day.

Being a good leader requires remembering that you're there for a reason, and the reason certainly isn't to have your way. High-integrity leaders not only welcome questioning and criticism - they insist on it.

You have to maintain a culture of transformation and stay true to your values.

An open society invests in people and new ideas, rewards talent and hard work, values dialogue and learns from dissent, operates to high standards with transparent information, looks for common ground, sees problems as opportunities for creative change, and encourages those who are fortunate to help others get the same chance, because service is the highest ideal.

Every Uber employee should be proud of the culture we have and what we will build together over time.

I want to make sure there are no gatekeepers at the AG's door, and that anybody in the Department - they may have to come relatively late in the evening, just judging by the schedules to date - but if somebody has suggestions for how to make this a better department, that they know I am available.

If you believe, as we believe, that diversity leads to better products, and we're all about making products that enrich people's lives, then you obviously put a ton of energy behind diversity the same way you would put a ton of energy behind anything else that is truly important.

I have no problem working with anybody as long as they are efficient and their intentions, their philosophy, their ideology are clear.