Anne M. Mulcahy Quotes
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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.
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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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We're long past having to defend or explain why women should be on boards, given all the data that shows how companies with female as well as male directors perform better. It's unfortunate when companies with a large percentage of women constituents don't reflect that in their boardrooms.
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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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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.
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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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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.
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Boards without women - blacklist those suckers. It's 2011. They've had the time - it's significant that they don't have women.
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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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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.
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You know a good board when you see one.
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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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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.
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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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Whenever an earthquake or tsunami takes thousands of innocent lives, a shocked world talks of little else.
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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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Something as simple as better breastfeeding could save a million children a year.
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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.
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Entire families work for Xerox.
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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.
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If we could muster the same determination and sense of responsibility that saves a country like Japan - or a company like Xerox - then investing to save women and children who are dying in the developing world would be very good business.
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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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The hardware business is all about per-unit manufacturing cost and functionality. The services business is less asset-intensive and more dependent on people.
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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.