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.
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.
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.
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.
Even under the most difficult circumstances you can have creative flexibility.
Good leadership is about the company's success, not your own.
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.
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.
Something as simple as better breastfeeding could save a million children a year.
Investing in early childhood nutrition is a surefire strategy. The returns are incredibly high.
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.
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.
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.
Turnaround or growth, it's getting your people focused on the goal that is still the job of leadership.
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.
You should be accumulating really great relationships throughout your career.
Customers require the effective integration of technologies to simplify their workflow and boost efficiency.
The day I was announced as CEO, I think the stock dropped another 20%.
I'm at the gym at 6, so I'm usually in my office by 7:15. And I try to not schedule a lot of meetings before 8. So I've got that first hour to get myself organized for the day and to make sure that I've structured what I want to do.
Sustainable development is a proven catalyst for Xerox innovation.
Educated and productive young people are needed to help # LIFT their countries out of poverty and create a wealthier, more secure world.
The Obama campaign is one of the greatest examples of what is possible in the brave new world of 21st Century marketing. They did a masterful job of connecting with minds, personalizing messages, refining old and new media, sending clear messages, and providing the feedback that enabled them to respond to the messages they heard.
