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.
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.
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.
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.
An important mark of a good leader [is] to know you don’t know it all and never will.
The day I was announced as CEO, I think the stock dropped another 20%.
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.
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.
You have to live the mission... love what you do.
Investing in early childhood nutrition is a surefire strategy. The returns are incredibly high.
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.
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.
There is an explosion of information happening, yet people demand quick access to relevant content that cuts through the clutter.
When parents are confident that their children will live, they have fewer of them. They invest more in each child's food, health and education.
Something as simple as better breastfeeding could save a million children a year.
You know a good board when you see one.
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 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.
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'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.
Turnaround or growth, it's getting your people focused on the goal that is still the job of leadership.
My dad was an editor and a writer, and that's actually what I aspired to be.
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