American businessman (1924–2019)
Lido Anthony "Lee" Iacocca (October 15, 1924 – July 2, 2019) was an American automobile executive best known for the development of the Ford Mustang and Ford Pinto cars while at the Ford Motor Company in the 1960s, and for reviving the Chrysler as its CEO during the 1980s. He was president and CEO of Chrysler from 1978 and chairman from 1979, until his retirement at the end of 1992. He was one of the few executives to preside over the operations of two of the Big Three automakers.
Bio from: Wikiquote (CC BY-SA 4.0) · Portrait adapted from: Wikimedia Commons, João Tavares de Medeiros (government press official) (Public domain / CC0)
From Wikidata (CC0)
But engineering no longer interested me. The day I’d arrived, they had me designing a clutch spring. It had taken me an entire day to make a detailed drawing of it, and I said to myself: “What on earth am I doing? Is this how I want to be spending the rest of my life?” I wanted to stay at Ford, but not in engineering. I was eager to be where the real action was — marketing or sales. I liked working with people more than machines.
I began by reducing my own salary to $ 1.00 a year. Leadership means setting an example. When you find yourself in a position of leadership, people follow your every move. I don’t mean they invade your privacy, although there’s some of that, too. But when the leader talks, people listen. And when the leader acts, people watch. So you have to be careful about everything you say and everything you do.
But I do think that our national leadership consists of too many lawyers and not enough people from business. I’d like to see a system where we brought in twenty top managers to run the business side of the country and maybe even paid them $1 million a year, tax-free. That would be a real incentive, and then we’d see a lot more talented people interested in public life.
The trouble with you, Phil, is that you went to Harvard, where they taught you not to take any action until you’ve got all the facts. You’ve got ninety-five percent of them, but it’s going to take you another six months to get that last five percent. And by the time you do, your facts will be out of date because the market has moved on you. That’s what life is all about — timing.
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There’s a world of difference between a strong ego, which is essential, and a large ego — which can be destructive. The guy with a strong ego knows his own strengths. He’s confident. He has a realistic idea of what he can accomplish, and he moves purposefully toward his goal. But the guy with a large ego is always looking for recognition. He constantly needs to be patted on the back. He thinks he’s a cut above everybody else. And he talks down to the people who work for him.