The big compensation packages of many CEOs, including Alan Mulally’s at $26.5 million in 2010 — justified or not?
I don’t think CEOs help themselves from a PR point of view in how executive pay is handled. But a select group has succeeded because they’ve continually exceeded their goals, as measured against their competition.
You say many CEOs have split personalities. Why?
With their investors or boards, they have to have the answers, demonstrate that they know the competitive landscape. But inside their companies, their main job is to ask questions. That’s how they add value, create ownership and convey their points of view.
The big compensation packages of many CEOs, including Alan Mulally’s at $26.5 million in 2010 — justified or not?
I don’t think CEOs help themselves from a PR point of view in how executive pay is handled. But a select group has succeeded because they’ve continually exceeded their goals, as measured against their competition.
You say many CEOs have split personalities. Why?
With their investors or boards, they have to have the answers, demonstrate that they know the competitive landscape. But inside their companies, their main job is to ask questions. That’s how they add value, create ownership and convey their points of view.