Quotes of All Topics . Occasions . Authors
For me, if I knew that I wanted to be a CEO and I set that final destination right up front, that helped me develop a career track.
People need to be in charge of their development plan. They need to seek out their sponsors and their mentors and be very strategic.
The best companies will build culturally diverse leadership teams and workforces with divergent backgrounds, perspectives, and ideas.
Don't just let your career happen to you. You need to be strategic about how you define your leadership journey and where that takes you.
The next frontier in nutrition will be about reconfiguring diets according to individual specific physiology, lifestyle, and health goals.
What people look for in their leaders is authenticity. You say, 'I'm not going to ask you to do anything that I'm not going to do myself.'
I have observed that people make strategic plans for brands, businesses, and companies, but they are not always strategic about themselves.
I think leadership is service and there is power in that giving: to help people, to inspire and motivate them to reach their fullest potential.
We are exploring creative models to pursue innovation outside the confines of our normal process, taking calculated risks and learning from them.
Not every great idea needs to be Campbell-generated. It's clear that partners and vendors and other external sources will generate innovative ideas for us.
Food is art and science. So, you take something out, you have to work with the recipe to make sure that you're providing delicious food with cleaner labels.
Through the Internet of things, 'connected kitchens' will alert consumers if they're running low on broth and when their salad dressing needs to be replenished.
For me, living a balanced life means nurturing the academic, physical, and spiritual aspects of my life so I can maintain a sense of well-being and self-esteem.
The top principle for disruptive and sustaining innovation is that it has to have a laser focus on customers. Innovation begins with their needs and expectations.
The personal mission statement was important for me because I believe that you can't lead others unless you have a strong sense of who you are and what you stand for.
I don't know if it's unique to women or not, but I do know that women think that they join a company, and the company will take care of them, as opposed to taking charge.
Working with some outside consultants or people that really can bring you an external perspective or a benchmarking to identify opportunities is a really good way to work.
Set ambitious goals and don't be afraid to declare and aim for them. You need to know where you want to go in order to get there. It is important to have a destination in mind.
Women often are so focused on getting their jobs done well that they forget that building relationships is a key part of being a leader - and increasingly so, the higher you go.
I've bought companies in response to the seismic shifts - the consumer preference for food and health and well-being and a gravitation toward more fresh and natural and organic.
When I was growing up, my father helped kindle my passion for innovation and technology. He was a high-ranking executive at AT&T and used our family dinner table as a focus group.
Most corporations have human-resources processes that involve discussions with your manager, performance evaluations, calibrations for performance and potential succession planning.
Sustainability is important because we all are responsible to nourish our planet. And real food should be delicious, safe, affordable, and accessible to all. All without compromise.
As the leader, you're empowering talent. Once you've given the direction, it's a joy to see it put into action, to see people on every level of the company carrying out the strategy.
We're all different ages, sizes, shapes, genders, and we all have different lifestyles. We're quickly moving to bespoke diets that enable tailored and informed nutritional food choices.
I loved multi-tasking. I loved being involved in a lot of things. To me, the more complex the better, and so being a leader of a business to me was like, 'Wow, that's what I want to be.'
My parents had job jars because my father would say, 'Kids today have too much time, too much money and no responsibility. You're going to have no time, no money and a lot of responsibility.'
At Campbell's, we're listening to consumers. We recognize that real and healthier food is better for our consumers and our business. Our goal is to be the leading health and well-being food company.
I'm from a generation of women that shattered the glass ceiling. We didn't wait for doors to open. The lesson I learned is that you need to open some doors for yourself in pursuit of career advancement.
You can't become a CEO without working hard and delivering results, but that will only take you so far. Building and leveraging strong relationships with mentors and sponsors will take you the rest of the way.
It is not about finding a work-life balance, but, rather, it's about work-life integration. I've learned to integrate my work and life so that the two exist as harmoniously as possible and priorities can be set.
Balance suggests a perfect equilibrium. There is no such thing. That is a false expectation.... There are going to be priorities and dimensions of your life, how you integrate them is how you find true happiness.
The thing that I learned early on is you really need to set goals in your life, both short-term and long-term, just like you do in business. Having that long-term goal will enable you to have a plan on how to achieve it.
Being an iconic food company can be both a blessing and a curse. It can be a curse if, amidst change, you maintain the status quo. It is a blessing if you leverage the change coupled with capability to seize new opportunities.
I feel strongly about the need for diversity, and with good reason. I'm from a generation of women that found it exhilarating to shatter the glass ceiling. We viewed obstacles as opportunities and earned our seat at the leadership table.
I can cite numerous sponsors at different places in my career that made a huge difference for me just in terms of pulling me aside and giving me a tip or some coaching, or just watching what I was doing and not being afraid to tell me the truth about it.
You need to set a tone at the top that inspires trust - and encourages open and honest 2-way communication. So you hear the brutal facts, and you listen to the good news and the bad news - so that, in the spirit of continuous improvement, you can make changes.
Through his deferential yet decidedly determined demeanor, Pope Francis is not only setting a superior spiritual standard, but he is also leading a thorough transformation of the Catholic Church - rivaling any brand revitalization or corporate turnaround you could name.
I see more people taking charge of their well-being through the use of data and digital sensors, wearable health bands, and smartphone apps that can track and quantify everything from their heart rate, blood pressure, and sleep quality to steps walked and calories consumed.
The thing that I learned early on is you really need to set goals in your life, both short-term and long-term, just like you do in business. Having that long-term goal will enable you to have a plan on how to achieve it. We apply these skills in business, yet when it comes to ourselves, we rarely apply them.
When Dad came home from work, he'd turn our family dinners into tutorials on business, money, sales, and profit margins. He shared fascinating stories about his customers, marketing, and my favorite topic when I was a kid - new product launches. Our father also took us to his office before the advent of 'Take Your Child to Work Day.'
Evolving our culture to operate and think differently is no small task. We are challenging our employees to be the best of both small and big companies - they should operate with the soul and spirit of a startup, while leveraging the scale, resources and capabilities of Campbell - with the goal of ultimately becoming the biggest small company.