Employees who believe that management is concerned about them as a whole person - not just an employee - are more productive, more satisfied, more fulfilled. Satisfied employees mean satisfied customers, which leads to profitability.
Employees are a company's greatest asset - they're your competitive advantage. You want to attract and retain the best; provide them with encouragement, stimulus, and make them feel that they are an integral part of the company's mission.
There's nothing quite as powerful as people feeling they can have impact and make a difference. When you've got that going for you, I think it's a very powerful way to implement change.
As much as it's sometimes hard to make choices about where you invest, it's equally hard to make choices about where you don't invest and what you eliminate.
An important mark of a good leader [is] to know you don’t know it all and never will.
Who you are, what your values are, what you stand forthey are your anchor, your north star. You won't find them in a book. You'll find them in your soul.
What do you really believe makes a difference in the company? For me it's really clear. It's about customers and employees. Everything else follows. If you take care of your customers and you have motivated employees, everything else follows.
You have to live the mission... love what you do.
Not everybody is created equal, and it's important for companies to identify those high potentials and treat them differently, accelerate their development and pay them more. That process is so incredibly important to developing first-class leadership in a company.
I got a journalism degree. I started doing journalism - I interned at 'Cosmopolitan' magazine in the 1970s, which probably wasn't the best place for me, and I spent six or nine months freelancing. Anyway, I wasn't that good at it.
Investing in early childhood nutrition is a surefire strategy. The returns are incredibly high.
When you have that window of opportunity called a crisis, move as quickly as you can, get as much done as you can. There's a momentum for change that's very compelling.
We're living in a different world now in terms of employee needs, and companies have to offer alternative methods for getting the work done. Even under the most difficult circumstances you can have creative flexibility.
You should be accumulating really great relationships throughout your career.
When I became CEO of Xerox 10 years ago, the company's situation was dire. Debt was mounting, the stock sinking and bankers were calling. People urged me to declare bankruptcy, but I felt personally responsible for tens of thousands of employees.
I have zero tolerance for people who don't come completely prepared. I expect contribution, I expect attendance, and I expect directors to take trips and visit the company's programs.
I worked in sales. It was definable, it had a quantifiable approach to accomplishment that had a great deal of importance to me. It had a degree of clarity that I loved. And of course, it was core.
I'm not formal and I'm impatient. So I think my team would say that when she starts tapping her pen and the leg starts moving quickly, that it's time to move on. I'm not good at long, drawn-out kinds of sessions.
There is an explosion of information happening, yet people demand quick access to relevant content that cuts through the clutter.
Something as simple as better breastfeeding could save a million children a year.
Work/life benefits allow companies meaningful ways for responding to their employees' needs; they can be a powerful tool for transforming a workforce and driving a business' success.
You know a good board when you see one.
Turnaround or growth, it's getting your people focused on the goal that is still the job of leadership.
Even under the most difficult circumstances you can have creative flexibility.
Sustainable development is a proven catalyst for Xerox innovation.
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