I often say that shareholders should feel very responsible for how responsive corporations are to the public trust.

When you're C.E.O. you have to have two conditions: first shareholders need to trust you and want you to head your company. The second is that you need to feel the motivation to do the job. So as long as both are reunited you continue to do the job. And today they are reunited.

When you're CEO you have to have two conditions: first shareholders need to trust you and want you to head your company. The second is that you need to feel the motivation to do the job. So as long as both are reunited you continue to do the job.

I'm committed to increasing long-term value for shareholders and am confident we will continue to do so through the successful execution of our core strategic priorities: the creation of high quality branded content and experiences the use of technology and creating growth in numerous and exciting international markets.

Social technology gives leaders a vital new platform with which to connect their companies to the myriad stakeholders who have an interest in their well being.

Companies to date have often used the excuse that they are only beholden to their shareholders but we need shareholders to think of themselves as stakeholders in the well being of society as well.

Corporate executives need to re-frame their responsibilities to include the interests of all the stakeholders in society at large not just shareholders but also employees the citizens of our communities and those who care about the environment.

Research has shown that the perceived style of leadership is by far the most important thing to most voters in evaluating officeholders and candidates.

I want to improve TSA's counterterrorism focus through intelligence and cutting edge technology support the TSA workforce and strengthen the agency's relationships with stakeholders and the traveling public. All of these priorities are interconnected and are vital to TSA's mission - and I would say all of our collective mission.

What I am saying is all health care has a problem with costs. Medicare is growing slower than the private insurance plans. Why? Because of their efficiency. They don't have to give money to shareholders. Why should be defending shareholders?

I basically believe the medical insurance industry should be nonprofit not profit-making. There is no way a health reform plan will work when it is implemented by an industry that seeks to return money to shareholders instead of using that money to provide health care.

Today we have a health insurance industry where the first and foremost goal is to maximize profits for shareholders and CEOs not to cover patients who have fallen ill or to compensate doctors and hospitals for their services. It is an industry that is increasingly concentrated and where Americans are paying more to receive less.

Large companies cannot finance political parties as their shareholders and employees have different political views.

In the last analysis of course an oath will encourage fidelity in office only to the degree that officeholders continue to believe that they cannot escape ultimate accountability for a breach of faith.

To me business isn't about wearing suits or pleasing stockholders. It's about being true to yourself your ideas and focusing on the essentials.

I've always been intrigued by color and by interesting hair. I was one of those weird little girls doing my own hair at the age of 9. I was like getting weird gels and new brushes and cornrow holders. I would tweak and perm at the age of 13.