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.
An important mark of a good leader [is] to know you don’t know it all and never will.
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.
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.
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.
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.
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.
Investing in early childhood nutrition is a surefire strategy. The returns are incredibly high.
One of the things we often miss in succession planning is that it should be gradual and thoughtful, with lots of sharing of information and knowledge and perspective, so that it's almost a non-event when it happens.
I learned how to be a learner. When you get in a job, the tendency is to say, 'I've got to know it. I've got to give direction to others. I'm in this job because I'm better and smarter.' I always took a different view, that the key was to identify the people who really knew and learn from them.
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.
Good leadership is about the company's success, not your own.
Even under the most difficult circumstances you can have creative flexibility.
The day I was announced as CEO, I think the stock dropped another 20%.
Most of my career has been in sales. I spend 50% or more of my time with customers and employees, and I can't wait for it to be more than 50%.
You should be accumulating really great relationships throughout your career.
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.
I left Xerox for the non-profit sector because it was clear to me that only public/private partnerships can pull off a turnaround plan at the scale we need to tackle global poverty.
My dad was an editor and a writer, and that's really where I would have liked to have gone. But the genetic link was not intact there, so I wound up going into business. But I love to write, still. I'm not a great writer, but I enjoy it.
Get face time with the customers.
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.
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.
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