11 Leadership hacks from Top ceos - Amazon S3€¦ · 11 Leadership hacks from Top ceos david NeLms...
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11 LEADERSHIP HACKS FROM TOP CEOS DAVID NELMS Former CEO of Discover AJAY SINGH BANGA President and CEO of MasterCard • David spent 20 years at Discover, 14 of them as CEO. He oversaw more than 15,000 employees and multiple subsidiaries. David led the company through the financial crisis and helped rebuild by adding new businesses. David now serves as the Executive Chair of the Discover board of directors and sits on multiple other boards. • “I’m big on direct feedback loops. I’ve required our officers to listen directly to phone calls no matter what function they’re in, and that creates an understanding of what’s going on, as well as a feedback loop to improve processes. I also held quarterly employee town halls. I give them live Q&As at every one of those meetings so every employee can ask a question with no screening. That lets me know what’s on in the minds of customers and employees.” • Ajay’s career has taken him around the world with positions at MasterCard, Citigroup, and Nestle India. At MasterCard, he oversees 13,000 employees who serve more than 600 million customers. He is a vocal advocate for business relationships between the U.S. and India. He is the chairman of the U.S.-India Business Council. • “Be urgent and be patient, and embrace both completely. A lot of people think that urgency and patience are contradictory. And they couldn’t be more wrong. You need to be patient enough to listen to everybody, but yet, you must have a sense of urgency to take a decision and to execute.”
Transcript of 11 Leadership hacks from Top ceos - Amazon S3€¦ · 11 Leadership hacks from Top ceos david NeLms...
11 Leadership hacks from Top ceos
david NeLmsFormer CEO of Discover
ajay siNgh BaNgaPresident and CEO of MasterCard
• Davidspent20yearsatDiscover,14ofthemasCEO.Heoversawmorethan15,000employeesandmultiplesubsidiaries.Davidledthecompanythroughthefinancialcrisisandhelpedrebuildbyaddingnewbusinesses.DavidnowservesastheExecutiveChairoftheDiscoverboardofdirectorsandsitsonmultipleotherboards.
• “I’mbigondirectfeedbackloops.I’verequiredourofficerstolistendirectlytophonecallsnomatterwhatfunctionthey’rein,andthatcreatesanunderstandingofwhat’sgoingon,aswellasafeedbacklooptoimproveprocesses.Ialsoheldquarterlyemployeetownhalls.IgivethemliveQ&Asateveryoneofthosemeetingssoeveryemployeecanaskaquestionwithnoscreening.Thatletsmeknowwhat’soninthemindsofcustomersandemployees.”
• Ajay’scareerhastakenhimaroundtheworldwithpositionsatMasterCard,Citigroup,andNestleIndia.AtMasterCard,heoversees13,000employeeswhoservemorethan600millioncustomers.HeisavocaladvocateforbusinessrelationshipsbetweentheU.S.andIndia.HeisthechairmanoftheU.S.-IndiaBusinessCouncil.
• “Beurgentandbepatient,andembracebothcompletely.Alotofpeoplethinkthaturgencyandpatiencearecontradictory.Andtheycouldn’tbemorewrong.Youneedtobepatientenoughtolistentoeverybody,butyet,youmusthaveasenseofurgencytotakeadecisionandtoexecute.”
marissa mayerFormer CEO of Yahoo
BiLL ThomasGlobal Chairman and CEO of KPMG
arNoLd doNaLdCEO of Carnival Cruise Lines
• MarissawasanearlyemployeeatGooglebeforebecomingpresidentandCEOofYahoo.Duringhertenure,shemademajorchangestothecultureandexpandedthebusinesstonewareas.InjustfiveyearsasCEO,Yahoostockpricestripled.Marissaisregularlyonlistsofthemostinfluentialwomeninbusiness.
• “IliketohavemystaffmeetingonMondaytogetalltheupdatesandsetuptheweek.Ontheflipside,Iliketopunctuatetheendoftheweekwithanall-companymeeting,whereyoutalkaboutwhatwasgoodandbadthatweekwhileit’sstillfreshineveryone’sminds,ratherthanlettingthatqueueupforamonthoraquarter.Havinganicefrequencyofcommunicationisimportant,soIhadanend-of-weekmeetingatYahooeveryweekIwasthere.Itriedtonevermissthosemeetings.Iwouldn’texpectsomethingofsomeoneelsethatIwouldn’texpectmyself.ItrytoneverasksomeonetodosomethingIwouldn’tdo.”
• BillledKPMGgroupsforyearsbeforesteppinginasGlobalChairmanandCEO,whereheoverseesmorethan200,000globalemployees.Hismajorinitiativehasbeenimprovinginclusionanddiversitywithinthecompany.Billhasreceivednumerousawardsforleadership,includingbeingnamedaCatalystCanadaHonoursChampioninrecognitionforhisleadershipinbuildingadiverseandinclusivecultureinKPMGinCanada.
• “Itrytofindsomedifferentperspectivesandvoicesthatarepreparedtochallengemyviews,listentowhattheyaresaying,andbepreparedtochangetackifwhattheythinkismorecompellingandbetterthanmyownview.”
• ArnoldgrewupinanimpoverishedneighborhoodofNewOrleans,butovercamehiscircumstancestogetanMBAandholdexecutivebusinesspositionsatMonsantoandMerisant.CarnivalcalledArnoldoutofretirementtobeCEOasitfacedtwomajorpublicrelationscrises.SincebecomingCEOofCarnivalin2013,thecompanyhasposteditshighest-everprofits.
• “Youhavetogenuinelyconnectwithpeople.Theyhavetoknowandfeelyoureallycareaboutthem.Thosearen’ttacticsoranything,thosearejustbasictruisms.Peoplehavetoknowyou’recommitted,personally.It’snotalotofmagictoit,it’sjustrealstuff.Youcan’tfakeit.”
BerNard TysoNCEO of Kaiser Permanente
BarBara humpToNCEO of Siemens USA
huBerT joLyCEO of Best Buy (he’s stepping down in June)
• BernardhasworkedforKaiserPermanentefor34inanumberofrolesandhasbeenCEOsince2013.Kaiserisoneofthecountry’sleadingintegratedhealthplanswithanetworkofmorethan22,000physiciansand217,000employeesandisknownforitsinnovationandculture.Bernardisconsistentlyrankedasoneofthemostinfluentialpeopleinhealthcareandisinvolvedinmanyotherwellness-relatedcauses.
• “Showupasanauthenticindividualandinvitepeopletobewhotheyare.ReallyfacilitatingtheconversationstogetdifferentpointsofviewcontinuestobesomethingthatIbenefitfromalot.EspeciallywhenIfeelsostronglyaboutsomethinginaparticularway.I’velearnedalotfromgettingotherperspectivesthatthenevolvemythinking.”
• Barbarawasoneofjustafewwomeninthefieldwhensheenteredtheengineeringworldinthe1980s.HerbackgroundinoperationsandconsultinghelpsherleadSiemens’largestmarketintheworld,withmorethan50,000employeesand$23billioninannualrevenue.Hermainresponsibilitiesincludesettingandleadingthebusinessstrategyandengagement.
• “Beingunconventionalturnedouttobemybiggesthack,becauseIwasalwaysunexpected.Peoplewouldsay,‘Barb,youseemsonice.Butunderneaththatvelvetglove,there’sthisbrick.’Myhackhasbeenbeingunassuminganddisarming.There’snothingwrongwithnotpresentingyourselfasthesmartestpersonintheroom.”
• HubertleftacareerinhospitalitytorescueBestBuywhenhebecameCEOin2012.Heevolvedthetraditionalretailertothriveinthee-commerceworldandfocusedondeliveringgreatserviceandprices.BestBuy’sstocktripledinHubert’sfirstfullyearasCEOandcontinuedtogrowduringhistenure.HewasbeennamedtolistsofthebestCEOsmultipletimes.
• “Tellthetruththedowhat’sright.It’ssimple,butsoimportant.Ialsolikethequote‘Thebestleadersdon’tclimbtothetop.Theyarecarriedtothetop.’Sofocusondoinggoodworkanddoingwhat’sright.”
richard aLLisoNCEO of Domino’s
syLvia meTayerWorldwide Corporate Services of Sodexo
david NovakFormer CEO of Yum Brands
• RitchoversawDomino’sinternationalrestaurantsaspresidentofDomino’sInternationalbeforebeingpromotedtoCEOlastyear.Domino’shasmorethan400,000franchisedandcorporateemployeesandoperatesmorethan16,000storesaroundtheworld.RitchspenttheearlydecadesofhiscareeratBain.
• “Themostimportantthingislistening.Ifyou’rethefirstpersontospeak,youcanoftenshutdownalotofreallyinterestinginputandconversation.ItrytolistenandhearwhatmyteamthinksandhastosaybeforeIchimeinwithmyownopinion.”
• Sylviahasabackgroundininternationalbusiness,includingoverseeingSodexo’sInternationalLargeAccounts.Hercurrentroleincludesmanaging120,000employeesin60countriesontheirmissiontoservetheir20milliondailycustomers.SheisinvolvedingroupstosupportwomenandLGBTemployeeswithinSodexo.
• “Ithinkanythingyoucandotodelegateandempowerasmuchaspossiblewillgetyouwhereyouwanttobe.Thehackisreallytosay,‘DoIneedtodoitmyself?DoIneedtodecideitmyselforcanIdelegateitdownandgivesomebodyelsethepowertomakethatdecision?’”
• Davidistheco-founderandretiredCEOofYum!Brands,whichincludesKFC,TacoBell,andPizzaHut.Underhisleadership,thecompanydoubledthenumberofrestaurantsandquadrupleditsmarketcapitalization.Heistheauthorofmultipleleadershipbooks.
• “Ihadapillowonmybedembroideredwiththeword‘Plan’.EverynightbeforeIwenttobedIwouldthinkaboutthenextday.Justlikeanathletevisualizeshowthey’regoingtoperformandwin,Iwouldvisualizeeachmeetingandinteraction.IwaspreparedforthemeetingsandhadanoutcomethatIreallywantedtosee.Iwouldthinkthroughmywholedaythatway.SowhenIgottoworkthenextday,Iknewwhatmymeetingswere,whatIwantedastheoutcomeofeachofthosemeetings,andwhoIwashadtodealwith.Iwasreadytogo.”
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