Douglas Conant Quotes
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Too many leaders are so caught up in the momentum of work that they lose sight of the opportunity to connect with people. I discovered that the more fully present I was with other people, the more fully present they were with me, and the more productive our relationship became over time.
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I have a foundational belief that business results start with culture and your people.
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The corporate world has the resources to improve the world. It's where people live and work.
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Trust gives you the permission to give people direction, get everyone aligned, and give them the energy to go get the job done. Trust enables you to execute with excellence and produce extraordinary results. As you execute with excellence and deliver on your commitments, trust becomes easier to inspire, creating a flywheel of performance.
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If you cultivate a relationship in a genuine, thoughtful way, people will be more inclined to want to help you even though they don't have to help you.
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All of us introverts aspire to be more outgoing, but it's not in our nature. When I was nearly 50, I discovered that the best thing to do was to tell everyone I worked with that I'm just shy. People are not mind readers - you need to let them know.
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When I arrived at Campbell on January 8, 2001, the company had lost half its market value in the prior year. They had to cut costs to the point where they were literally taking the chicken out of chicken noodle soup and the product was no longer competitive.
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Most people that derail as leaders in the corporate world, it's not because they couldn't do the math and calculate return on investment properly. The issues are communication and understanding. All of what typically would've been called the 'soft stuff.' You have to be authentic. You have to be dialed into the soft stuff.
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I would assert that highly effective leaders are made more than they're born. Every leader I know who's been highly effective has worked hard at it, and they've been students of it. The more you're a student of leadership, the more you figure out what works for you and the more effective you're going to be.
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I've met so many leaders who realize that telling your colleagues something that is on your mind is so much easier than keeping it in. Sometimes the things we make up in our heads are not nearly as big a deal as we think.
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You can't talk your way out of something you behaved your way into.
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You have to be a well-rounded leader. You can't fly by the seat of your pants anymore. You have to be incredibly tough-minded about standards of performance, but you also have to be incredibly tenderhearted with the people you're working with.
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You must bring great resolve to your work. It's not all a bed of roses.
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Learning to celebrate success is a key component of learning how to win in the market.
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Extroverts may get places faster, but for introverts it's all about working at the pace you need and, at the end of the day, performing at your best.
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My most memorable meal is every Thanksgiving. I love the food: the turkey and stuffing; the sweet potatoes and rice, which come from my mother's Southern heritage; the mashed potatoes, which come from my wife's Midwestern roots; the Campbell's green-bean casserole; and of course, pumpkin pie.
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If you're a wounded company, the other companies that have been around for a hundred years will smell it, and they will take advantage of you in a heartbeat. It takes a long time to get back in fighting form.
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If you have people who are high-performing working for you, it's so easy to do your job. Otherwise, you can't even agree on the time of the meeting or who will bring the coffee.
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You have the opportunity to make a tremendous impact on the lives of the people with whom you work and live. Make the most of it.
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People lead complicated lives and aren't hanging on your every word or the company mission statement. You have to become a broken record of your expectations of the organization and show people why it is relevant and how it works in specific ways.
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The packaged food business environment is very Darwinian. You're fighting for survival every year; you evolve and grow or you die. It's really that simple.
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Often leaders have the best intentions, but people cannot read their minds. That's why it's important to declare yourself: Tell people why you choose to lead and the code you live by.
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Ultimately as a leader, you're evaluated on how you interact with people. If you do it well, you develop a reputation as effective leader. If you don't, you develop a reputation for being a highly ineffective leader.
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It would be counterproductive to tell people exactly what they are supposed to do and exactly how they are supposed to do it to a point where they become more concerned about your expectations than about completing their work in a quality way.