Seeing clearly. Thinking broadly. Feeling deeply.
“It seems so human to hold your hand out to people less fortunate than you are.”
(Paul Newman, founder of Newman’s Own, in “What CEOs Can Learn From Paul Newman.” John C. Whitehead and Peter L. Malkin. Wall Street Journal: October 2, 2008. pg. A.17)
“One of the things I talk a lot about is the necessity to juggle all of the constituencies that have an interest in the business: shareholders, customers, employees, vendors, and the communities in which we operate. Those constituencies are all mildly in conflict with one another in terms of what's best for them. Your job as a leader in a company is to find an appropriate way to juggle those conflicting interests so everybody feels like they're getting a fair deal, without letting any one dominate the others because they'll drag your company down.”
(Charles Geschke, co-founder and co-chairman of Adobe Systems, in “Driving Adobe: Co-founder Charles Geschke on Challenges, Change and Values.” Knowledge@Wharton: September 3, 2008)
“There are only so many ideas we can digest at any given time... You want to be able to move with alacrity when opportunities present themselves, but behind the scenes be very deliberate.”
(Dave Barger, CEO of JetBlue, in “Boss Talk: Changing the Course of JetBlue; New CEO Dave Barger Reviews Discount Carrier's Strategy, Seeks Calmer Approach to Growth,” by Susan Carey. Wall Street Journal: June 21, 2007. pg. B.1)
“Whenever I travel, there are three things on my agenda: meeting with local management, seeing a customer, and having lunch with young high potentials.”
(Gerard Kleisterlee, CEO of Philips Electronics, in “The New Fast Track; Nowadays, the handpicking begins even before the first job.” by Lindsey Gerdes. Business Week: September 15, 2008. pg. 44)
