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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.
Anne M. Mulcahy
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Anne M. Mulcahy
Age: 72
Born: 1952
Born: October 21
Businessperson
Chief Executive Officer
Rockville Centre
New York
Difficult
Offers
Flexibility
Done
Terms
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Different
Circumstances
Alternative
Needs
Company
Employee
Even
Creative
Alternatives
Work
Term
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World
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Companies
Living
Method
More quotes by Anne M. Mulcahy
Good leadership is about the company's success, not your own.
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Something as simple as better breastfeeding could save a million children a year.
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People ask my mother whether she had any idea that I'd be CEO of a company some day, and she would say, 'Absolutely not. Totally out of the realm of possibility.' There was certainly nothing that would have been very predictable in my upbringing.
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Entire families work for Xerox.
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Turnaround or growth, it's getting your people focused on the goal that is still the job of leadership.
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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.
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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.
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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.
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My dad was an editor and a writer, and that's actually what I aspired to be.
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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.
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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.
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You have to live the mission... love what you do.
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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.
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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.
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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.
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Investing in early childhood nutrition is a surefire strategy. The returns are incredibly high.
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An important mark of a good leader [is] to know you don’t know it all and never will.
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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.
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Get face time with the customers.
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There is an explosion of information happening, yet people demand quick access to relevant content that cuts through the clutter.
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