B. C. Forbes Quotes

The way you manage your company and the way you manage your people has to be totally different.

Usually people who are in my position, they run a company and they hire people and then they take the credit for it.

Somewhere between the janitor and the CEO, reasons stop mattering.

Obscene salaries send the wrong message through a company. The message is that all brilliance emanates from the top; that the worker on the floor of the store or the factory is insignificant.

Many corporate leaders and employees have the right intentions, but it can be overwhelming when you consider how everything is affected from leadership styles, to organizational structure, to employee engagement, to customer service an marketplace.

Organization charts and fancy titles count for next to nothing.

There are no managers like there used to be managers.

I have a theory that you can tell what the head of a company is like by the people who work there. I knew a publishing house that was run on fear and paranoia, and I felt sorry for everyone who worked there. Needless to say, the person at the helm was not known for kindness, warmth, or grace.

The way management treats associates is exactly how the associates will treat the customers.

I don't get emails from my corporate overlords.

Corporate culture matters. How management chooses to treat its people impacts everything - for better or for worse.

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.

The world is full of CEOs that think that just because they write a memo or they write a letter inside an annual report or they give a little video speech that gets sent around the company, they think that's what's really going to affect employees.

At HBO, my leadership had to inspire and gain the respect of employees in a large company with over 100 external business relationships in dozens of countries.

Public hangings are teaching moments. Every company has to do it. A teaching moment is worth a thousand CEO speeches. CEOs can talk and blab each day about culture, but the employees all know who the jerks are. They could name the jerks for you. It's just cultural. People just don't want to do it.

CEOs can talk and blab each day about culture, but the employees all know who the jerks are. They could name the jerks for you. It's just cultural. People just don't want to do it.

I think, in any workplace environment, the atmosphere trickles down from the top.

We live in cautious times where HR has a very inflated sense of authority over companies.

The reality is that companies are full of things that are left unspoken. And even when they are out in the open, the CEO is almost always the last to know.

In England, your manager is like a boss.

For a company the size of ECW, there wasn't room for multiple over-the-top personalities.

Yes, CEOs are under pressure from all sides, and executives have all sorts of people pushing and pulling at them. But too often, they begin to view and treat their teams, and especially their assistants, as appliances. And a good assistant knows that the last thing their boss wants to hear from them is a personal complaint about anything.

It's my experience at Fiat and, now, Fiat Chrysler Automobiles that when there is a very strong CEO, it's a good thing to be chairman.

I think Tesla doesn't sound like it has a very collaborative culture.

I don't like to power trip, but when you're a boss you have to fight for certain things.