Arundhati Bhattacharya Quotes

Being more vocal - I think that's something, as a professional, you have to be really good at. You have to be able to speak your mind.

I think the most important thing is to, without belligerence, stand up for what want. Argue compellingly if someone tries to change your script.

When I see my staff take a step back because I've lost my cool about something food-related, I say never apologise for your standards. If someone doesn't meet them, then you should explain that and that you want it changed. I want my staff to be like that, too.

Tyra the businesswoman is very close to - and I hate third person, but you said it, oh, chiiild, you said it - but me the businessperson and me the person: very similar. I can be in a business meeting and be all 'Wooo!' and 'Oh, child!' and still be talking revenues and profits and cash flows.

Listening is more important than talking. Just hit your mark and believe what you say. Just listen to people and react to what they are saying.

I am who I am, and I'm focused on that, and being a great CEO of Apple.

I'm just calm under fire. I'm not intimidating at all.

I'm a businessman. I bring my bat and glove and attache case to the office and go to work. I don't give a damn if the other workers at the office like me or not.

I think if someone was really rude to me in an audition, even someone quite important, I think I'd be, 'What are you doing? Don't talk to me like that!'

I wasn't a shrinking violet when I joined Fox News. I didn't have any power at Fox - I had no power in the TV industry - but I had been a lawyer for nine years who had practiced employment law.

I've long believed that if you understand how conversational styles work, you can make adjustments in conversations to get what you want in your relationships.

I'm a professional athlete, I'm a businesswoman and I know who I am.

I think I am a savvy businesswoman.

I'm not going out there screaming, 'I'm CEO! I'm CEO!' That's not the way to do it.

I can sell anything. I'm very convincing.

Particularly when it comes to the regulatory environment, being a jerk doesn't actually get you very far.

When I have one-on-ones, I usually win those.

I can sit in the boardroom and battle it out, step up and be a project manager, take risks, and put my ideas alongside anybody's.

My dad's a businessman, and I grew up looking up to him, how he dressed to go to work and, whenever I went to his office, how he spoke to people.

I learned how to defend myself at the OSB, not physically but with words.

I can talk to execs very clearly, very plainly. I don't get nervous in front of them anymore.

At Accenture, we are visibile, and I feel when you are visible - when people are watching you - you need to speak up.

Salary negotiations are particularly important because people are testing you as both a co-worker and an ambassador. They really don't want you to be a pushover, and they don't want you to be a jerk.

I've been very successful at negotiating debates.

I see Professionalism as a spreading disease of the present-day world, a sort of poly-oligarchy by which various groups (subway conductors, social workers, bricklayers) can bring things to a halt if their particular demands are not met. (Meanwhile, the irrelevance of each profession increases, in proportion to its increasing rigidity.) Such lucky groups demand more in each go-round - but meantime, the number who are permanently unemployed grows and grows.