It is best to be the CEO; it is satisfactory to be an early employee, maybe the fifth or sixth or perhaps the tenth. Alternately, one may become an engineer devising precious algorithms in the cloisters of Google and its like. Otherwise one becomes a mere employee. A coder of websites at Facebook is no one in particular. A manager at Microsoft is no one. A person (think woman) working in customer relations is a particular type of no one,

They’re engineers,” she said. She was thinking, What did he expect? He must have dealt with engineers at GM. “Emotionally, they’re all thirteen years old, stuck at the age just before boys stop playing with toys, because they’ve discovered girls. They’re all still playing with toys. They have poor social skills, dress badly — but they’re extremely intelligent and well trained, and they are very arrogant in their way. Outsiders are definitely not allowed to play.

The first problem is that everybody learns to be a CEO by being a CEO. No training as a manager, general manager, or in any other job actually prepares you to run a company. The only thing that prepares you to run a company is running a company.

The man who wants to be CEO, because he gets to be important, should not be CEO.

The man who does not want to be CEO, because he gets the importance, should be CEO.

time for the new CEO to feel that he or she knows what the issues and problems are, but not enough time to have gotten his or her arms around the solutions.

Look for young men and women who can one day lead your agency. Is there any way of predicting the capacity to lead? The only way I know is to look at their college records. If they were leaders between the ages of 18 and 22, the odds are that they will emerge as leaders in middle life.

On the Government benches life comes at you fast. Soon you might be fortunate enough to be tapped on the shoulder and be offered a junior ministerial role, then you’ll find yourself attending cabinet, then in the cabinet and then when the prime minister’s position becomes untenable you might end up being called to the highest office. And before you know it you have a bright future behind you and you’re left wondering whether you can credibly be an elder statesman at the age of 44.

In other words, you have been hypnotized or conditioned by an educational processing-system arranged in grades or steps, supposedly leading to some ultimate Success. First nursery school or kindergarten, then the grades or forms of elementary school, preparing you for the great moment of secondary school! But then more steps, up and up to the coveted goal of the university. Here, if you are clever, you can stay on indefinitely by getting into graduate school and becoming a permanent student. Otherwise, you are headed step by step for the great Outside World of family-raising, business, and profession. Yet graduation day is a very temporary fulfillment, for with your first sales-promotion meeting you are back in the same old system, being urged to make that quota (and if you do, they’ll give you a higher quota) and so progress up the ladder to sales manager, vice-president, and, at last, president of your own show (about forty to forty-five years old). In the meantime, the insurance and investment people have been interesting you in plans for Retirement — that really ultimate goal of being able to sit back and enjoy the fruits of all your labors. But when that day comes, your anxieties and exertions will have left you with a weak heart, false teeth, prostate trouble, sexual impotence, fuzzy eyesight, and a vile digestion.

Now, a bit of advice--that is what you have to learn to take when you come to these sessions--a bit of advice as to what, if I were your age, I would like to do in terms of preparing for whatever you may go into. Many of you will, I am sure, go into government. Most of you will end up, probably, in some kind of private activity as lawyers or doctors or businessmen or newspaper men and women, or whatever the case might be. But I would urge that whatever you do, as you go to college, don't specialize too much. This is an age--those years between 18 and 22 or 17 and 21, as the case might be, or if you go on to graduate school between 17 and 24 and 25--when you will have every opportunity to specialize in the law or in medicine or in some other profession. But this is the time when your minds are young, when they can, without any question, understand more, in which you can learn faster than at any time in your life. This is the time to get all of the broadest possible education that you can. I don't mean by that that the books you read in disciplines that are not the ones that are going to be your profession will be something that you will remember later on. But by having that experience now it means that you create a total environmental background that will serve you in good stead in the years ahead. The second point I would make is that one of the great things about being young is that young people are impatient. You want to go to the top very fast. I have found, for example, that the young lawyers I interviewed in our office in New York were asking, "When am I going to be a partner--tomorrow, the next day--in the firm?" Of course it takes a little time in a major law firm for that to happen. But impatience, of course, is a good factor as well. What I am suggesting to you, however, is this: Not everyone in this room is going to be the president of a corporation, is going to be a Congressman or a Senator, is going to be the top leader in the field that you choose, but everyone in this room is going to make a contribution in his particular field that is essential for the success of whoever may be that top leader.

The world is being run by people my age, men my age, with falling-out hair and health worries, and it frightens me. When the leaders were older than me I could believe in their wisdom, I could believe they had transcended rage and malice and the need to be loved. Now I know better. I look at the faces in newspapers, in magazines, and wonder: what greeds, what furies drive them on?

Do you know that one of the great problems of our age is that we are governed by people who care more about feelings than they do about thoughts and ideas.

Do you know, one of the greatest problems of our age is that we are governed by people who care more about feelings than they do about thoughts and ideas? Now, thoughts and ideas, that interests me.

It is best to be the CEO; it is satisfactory to be an early employee, maybe the fifth or sixth or perhaps the tenth. Alternately, one may become an engineer devising precious algorithms in the cloisters of Google and its like. Otherwise, one becomes a mere employee. A coder of websites at Facebook is no one in particular. A manager at Microsoft is no one. A person (think woman) working in customer relations is a particular type of no one, banished to the bottom, as always, for having spoken directly to a non-technical human being. All these and others are ways for strivers to fall by the wayside — as the startup culture sees it — while their betters race ahead of them. Those left behind may see themselves as ordinary, even failures.

According to a recent Spencer Stuart survey, a company’s chief marketing officer has the shortest tenure of any top executive. “This job is radioactive,