Mindy Grossman

I've always had a philosophy that position doesn't define power. Impact defines power. What impact are you making on people? What impact are you making on business?

I think that the CEO is responsible for setting the vision, for articulating the mission, and for building a team of powerful evangelists that share that mission and that passion, because no one person can do anything by themselves.

Imagining what the possibilities are versus what is right in front of me has been the second biggest factor in defining my career.

We all work really hard, and we do it because we're passionate. We don't do it because we're being rated. However, we'd all be remiss if we didn't think that some kind of recognition for efforts and accomplishments didn't make you feel good.

It's good to have a goal.

The ultimate goal is to give somebody something that they didn't know they wanted, but once they saw it, they had to have it.

I've worked for some amazing leaders, and I've worked for the opposite, and that gave me the perspective of what I knew I never wanted to be, and the perspective of what had lasting, sustainable impact.

What I've been saying to people is, you need to think about mobile as your new flagship. It's the place everybody goes to first.

The model of getting the consumer to come to you is old, and the new model is how can you get to the consumer on their terms, in ways they want to engage in. How people are choosing to interface with content is very different. You've got to marry different platforms.

It seemed like I woke up one morning and had an epiphany. I thought, 'I cannot do this. I do not want to get married. And I'm not going to law school - it just doesn't excite me. I'm not wasting anybody's money. I'm going to move to New York.'

Our partnership with Disney included a two-hour Cinderella list takeover that features supermodel Coco Rocha's first-ever fashion collection, which incorporated behind-the-scenes footage and interviews to support her HSN debut.

Too many people who come in as CEO of a poorly performing company assume that none of the incumbent executives are worth retaining. That's not always the case. Sometimes the talent is there, but it's not being led well.