Indian American business executive and former CEO of PepsiCo
POPULARITY
3 episodes with nooyi
2 episodes with nooyi
3 episodes with nooyi
In this fireside chat, Indra Nooyi, Amazon board member and former PepsiCo CEO, shares insights on leadership in the era of technological transformation. She emphasizes the importance of curiosity, continuous learning, and balancing detailed knowledge with big-picture thinking. Nooyi discusses the challenges of leading organizational transformations, integrating technology into business strategies, and the evolving role of board members. She highlights the need for leaders to understand and communicate technological changes effectively, shape boards to meet company needs, and balance risk management with innovation. She also offers advice on selecting CTOs and fostering a culture of adaptation in rapidly changing business environments.
On this episode of The Insightful Leader, Kellogg's Ellen Taaffe interviews her mentor about success, self-belief, and supporting the next generation of leaders.
One of the most common misunderstandings about leadership is the belief that it's always about being in control. But that's not the whole story. In this episode of Playing In The Sandbox, we'll explore why leadership is more than just being in charge. So, grab your pen and notebooks, and let's debunk this leadership myth together. 1. What is a leader? Facebook Meme: When you think of a leader, do you envision someone barking orders? What leadership is: Leadership isn't about being in charge. It's about nurturing those in your charge. Taking care of your staff and team gives them the confidence to deliver exceptional customer services and goods. 2. Workplace Title Your title means nothing: The title you carry within the workplace does not mean you're in charge. In reality, you're in service to those around you. Underdogs matter more: The ones reporting to you are your top priority as a leader. Putting your focus on them helps them deliver positive outcomes to clients and customers. 3. Servant Leadership What is servant leadership?: It's a leadership style that prioritizes others' needs to help them perform at their best within the organization. Why it works: This approach fosters trust and a sense of collaboration, making leaders and employees feel like they are part of a team, which is key to success. 4. Transforming Employee Engagement Through Leadership Prioritization Low work engagement: Only 34% of employees are engaged at work. This leaves a large number of employees in the background, quietly waiting for retirement to come. Leaders can change it: When leaders take responsibility and prioritize their team's well-being and development, they can transform these employees into highly engaged individuals. The changes: Highly engaged employees outperformed their peers by 147% in earnings per share. This shift in engagement, driven by the leaders, can increase revenue and customer success, empowering the organization. 5. Impactful Leadership Example Pepsi's former CEO: Indra Nooyi's leadership at Pepsi resulted in impressive 80% revenue growth. How she did it: Her focus on performance with purpose and employee wellness not only connected the employees more deeply to the company but also significantly contributed to its success. Motivation works: Leaders who inspire and motivate their teams, like Nooyi did, can increase employees' loyalty and bring success to organizations. Go to https://www.tammyjbond.com/podcast to change your mindset and behaviors so you can elevate your communication and leadership! We'd love for you to join us for our next episodes by tuning in on Apple Podcast, Amazon Podcast, or Spotify and subscribe to our YouTube channel. This podcast is produced by TSE Studios."
Today, I'm sharing my notes from listening to Indra Nooyi, who had a transformative tenure as CEO of PepsiCo, and is now a woman who speaks freely and blunty about what the country needs most. Live from the stage at Aspen Ideas Festival, Nooyi set the audience on fire with her blunt assessments and candid insights on how business can serve society and not the other way around. (Speaking of interpersonal bravery, here's the link to Kelly's TED talk on the occasional need for extraordinary bravery in family life -- please post or share with every brave and loving person you admire.)
Indra Nooyi is the former Chairman and CEO of PepsiCo, where she led a push toward sustainable growth emphasizing more nutritious products, a smaller environmental footprint, and empowerment for employees and communities served. She has been recognized for her achievements by both the governments of the United States and India and has been inducted into the National Women's Hall of Fame and the Smithsonian National Portrait Gallery. She's a role model for women and immigrants and the author of My Life in Full: Work, Family, and Our Future.As the recipient of the 2024 George W. Bush Medal for Distinguished Leadership, Nooyi sat down with Ken Hersh, President and CEO of the Bush Center, where she shared her journey as the first immigrant to lead a Fortune 50 company.
Nghe trọn sách nói Dám Mơ Lớn - Công Việc, Gia Đình Và Tương Lai Của Chúng Ta trên ứng dụng Fonos: https://fonos.link/podcast-tvsn --Về Fonos:Fonos là Ứng dụng âm thanh số - Với hơn 13.000 nội dung gồm Sách nói có bản quyền, Podcast, Ebook, Tóm tắt sách, Thiền định, Truyện ngủ, Nhạc chủ đề, Truyện thiếu nhi. Bạn có thể nghe miễn phí chương 1 của tất cả sách nói trên Fonos. Tải app để trải nghiệm ngay!--Indra K. Nooyi là CEO và chủ tịch tại PepsiCo từ 2006 đến 2019. Với tư duy chiến lược tiên phong, khả năng thấu hiểu hành vi người tiêu dùng, và kiến thức kinh nghiệm dẫn dắt một lực lượng lao động đông đảo rộng khắp toàn cầu, bà là một trong những nhà tư vấn được săn đón nhất từ các công ty khởi nghiệp, tập đoàn, và chính phủ. Bà cũng được tôn vinh như hình mẫu cho phụ nữ và người nhập cư, được khen ngợi vì những thông điệp truyền lửa về hòa nhập. Với Dám Mơ Lớn, đây là lần đầu tiên Nooyi kể lại chi tiết cuộc đời mình, không ngần ngại phơi bày những khó khăn khi phải tung hứng giữa một bên là công việc đòi hỏi nhiều cống hiến và một bên là gia đình nhỏ đang lớn dần, qua đó chia sẻ những gì bà đã học hỏi được. Bà cất lời kêu gọi một cách rõ ràng, cụ thể, và cấp bách đến các doanh nghiệp và chính phủ hãy ưu tiên chế độ chăm sóc sức khỏe, chế độ nghỉ phép có hưởng lương, việc làm linh hoạt, thông qua một lập luận hết sức thuyết phục cho thấy việc tăng cường hỗ trợ từ công ty và cộng đồng cho các gia đình trẻ sẽ khai thông tiềm năng của nền kinh tế.Bằng giọng văn hào sảng, quyết đoán, Dám Mơ Lớn là câu chuyện về cuộc đời của một nhà lãnh đạo phi thường, sự trân quý dành cho những mối quan hệ đã góp phần đan kết nên cuộc đời đó và bản thiết kế cho sự thịnh vượng trong thế kỷ 21.--Tìm hiểu thêm về Fonos: https://fonos.vn/Theo dõi Facebook Fonos: https://www.facebook.com/fonosvietnam/
As the former CEO of PepsiCo, Indra Nooyi played an important role in shaping the company's global strategy. She shifted PepsiCo's focus to healthier products, worked to improve sustainability, and perhaps most notably: introduced design thinking into the company's innovation process. “It's a fine line between innovation and design. Hopefully design leads to innovation, and innovation demands design,” Nooyi tells Harvard Business Review editor-in-chief Adi Ignatius. In this episode, you'll learn how Nooyi thinks about the relationship between innovation and design — and why she says that “design” is about more than just creating eye-catching packaging. You'll also learn how design thinking shifted the culture at PepsiCo to ultimately make the company's operations more centralized and coordinated. Key episode topics include: strategy, change management, design thinking, food and Beverage sector, sustainability, innovation, culture shift, global strategy, user experience, design, packaging. HBR On Strategy curates the best case studies and conversations with the world's top business and management experts, to help you unlock new ways of doing business. New episodes every week. · Listen to the full HBR IdeaCast episode: PepsiCo CEO Indra Nooyi on Design Thinking (2016)· Find more episodes of HBR IdeaCast· Discover 100 years of Harvard Business Review articles, case studies, podcasts, and more at HBR.org]]>
After becoming the CEO of PepsiCo in 2006, Indra Nooyi became the first woman and immigrant to run a Fortune 50 company. From Chennai, India, to Yale's School of Management, Nooyi worked her way up from The Boston Consulting Group, Motorola, and ASEA Brown Boveri before eventually landing at PepsiCo, overseeing the global operation of its countless drinks, snacks, and restaurants. Nooyi's memoir, My Life in Full, details her legendary career, exploring her extraordinary personal journey and the demands of being one of the most powerful women on the planet.
India's sibling CEOs have some commonalities but at other times they're like chalk and cheese.
During her 12-year run as CEO of Pepsi, Indra Nooyi helped the company grow sales by 80%. Despite her success as one of the most powerful women in business, she's happy to be out of the world of “bits and bytes.” Motley Fool co-founder and CEO Tom Gardner caught up with Nooyi to discuss: - Other CEOs she's learned from - Building a culture of ownership - Decision-making as an art and a science Companies mentioned: PEP, AAPL, AMZN, PFE Indra Nooyi's best-selling book is "My Life in Full: Work, Family, and Our Future". Host: Tom Gardner Guest: Indra Nooyi Producer: Ricky Mulvey Engineers: Heather Horton, Dan Boyd
Indian immigrant Indra Nooyi led PepsiCo as chairman and CEO for more than a decade, making her one of the most powerful women in corporate America. Nooyi is also on the board of Amazon, a Dean's Advisory Council member at MIT's School of Engineering, and advisor on economic development to Gov. Ned Lamont. When the pandemic hit, she led the reopening committee with Dr. Albert Ko, who is the Raj and Indra Nooyi Professor of Public Health at the Yale School of Public Health. This hour on Where We Live, Nooyi joins us to talk about her new book My Life in Full: Work, Family, and Our Future. We learn how paid leave impacted her early career after the birth of her children, and after a horrific car crash. Paid leave also allowed her to care for both her parents – her father had cancer, and her mother became paralyzed from the neck down. It's one of the reasons she now urges companies to provide the benefit of paid leave for workers today. GUEST: Indra Nooyi: Former Chairman and CEO, PepsiCo. Author of My Life in Full: Work, Family, and Our Future Cat Pastor contributed to this show which originally aired April 20. Where We Live is available as a podcast on Apple Podcasts, Spotify, Google Podcasts, Stitcher, or wherever you get your podcasts. Subscribe and never miss an episode!Support the show: http://wnpr.org/donateSee omnystudio.com/listener for privacy information.
☀️ Get in before 21 October to join this year's Steph's Business Bookshelf Summer Book Club: https://www.itsyesand.co/sbbsbc
Indra Nooyi grew up in a conservative Brahmin household in India, but that didn't stop her from playing cricket with her brother's friends, or from joining an all-girl rock band. Years later, when she ascended to the top job at PepsiCo, she would push the boundaries again as one of the few women running a Fortune 500 company. Nooyi talks to Kim about why she initially shrank from the press when she arrived in the C-suite, and how she wanted to be seen in her own portrait as an American Portrait Gala honoree. See the portraits we discuss: Indra Nooyi Meg Whitman Anne Catherine Hoof Green Martha Stewart
Indian immigrant Indra Nooyi led PepsiCo as chairman and CEO for more than a decade, making her one of the most powerful women in corporate America. Nooyi is also on the board of Amazon, a Dean's Advisory Council member at MIT's School of Engineering, and advisor on economic development to Gov. Ned Lamont. When the pandemic hit, she led the reopening committee with Dr. Albert Ko, who is the Raj and Indra Nooyi Professor of Public Health at the Yale School of Public Health. This hour on Where We Live, Nooyi joins us to talk about her new book My Life in Full: Work, Family, and Our Future. We learn how paid leave impacted her early career after the birth of her children, and after a horrific car crash. Paid leave also allowed her to care for both her parents – her father had cancer, and her mother became paralyzed from the neck down. It's one of the reasons she now urges companies to provide the benefit of paid leave for workers today. GUEST: Indra Nooyi: Former Chairman and CEO, PepsiCo. Author of My Life in Full: Work, Family, and Our Future Cat Pastor contributed to this show which originally aired April 20. Support the show: http://wnpr.org/donate See omnystudio.com/listener for privacy information.
PhD Rocío Gambra, ingeniero agrónomo PUC, conversó con Nelson Campos (*) Gerente de Agronegocios para PepsiCo Cono Sur (Argentina, Chile, Uruguay y Paraguay), sobre lo realizado Puerto Varas, las prácticas productivas centradas en el cuidado de los procesos, la utilización de paneles fotovoltaicos para la generación de energía. También hablaron de Indra Krishnamurthy Nooyi, ex Presidenta y Directora ejecutiva (CEO) de PepsiCo (segundo mayor negocio de alimentos y bebidas en el mundo). Nooyi ayudó a PepsiCo a convertirse en una de las empresas más exitosas del mundo con un giro medio ambiental responsable. (*)Ingeniero Agrónomo, recibido en la Facultad de Ciencias Agrarias y Forestales de la Universidad de Chile. Cuenta con una especialización en estrategias y técnicas de negociación, un Diplomado en Gestión de Empresas para Ingenieros y una Maestría en Gestión y Dirección de Empresas. Tiene más de 15 años de experiencia laboral en PepsiCo, cumpliendo roles asociados al área de agronegocios en los que se destacan su responsabilidad en la integración de los países que forman el Cono Sur y la planificación de corto, mediano y largo plazo de las estrategias del área.
Indian immigrant Indra Nooyi led PepsiCo as chairman and CEO for more than a decade, making her one of the most powerful women in corporate America. Nooyi is also on the board of Amazon, a Dean's Advisory Council member at MIT's School of Engineering, and advisor on economic development to Gov. Ned Lamont. When the pandemic hit, she led the reopening committee with Dr. Albert Ko, who is the Raj and Indra Nooyi Professor of Public Health at the Yale School of Public Health. This hour on Where We Live, Nooyi joins us to talk about her new book My Life in Full: Work, Family, and Our Future. We learn how paid leave impacted her early career after the birth of her children, and after a horrific car crash. Paid leave also allowed her to care for both her parents – her father had cancer, and her mother became paralyzed from the neck down. It's one of the reasons she now urges companies to provide the benefit of paid leave for workers today. GUEST: Indra Nooyi: Former Chairman and CEO, PepsiCo. Author of My Life in Full: Work, Family, and Our Future Our programming is made possible thanks to listeners like you. Please consider supporting this show and Connecticut Public with a donation today by visiting ctpublic.org/donate. Support the show: http://wnpr.org/donate See omnystudio.com/listener for privacy information.
In this week's episode of Art of Power, host Aarti Shahani sits down with Indra Nooyi, who became the first woman and immigrant to head a Fortune 50 company when she was named CEO of PepsiCo in 2006. Nooyi and host Aarti Shahani discuss her unusual family – where the men pushed her to be more ambitious. Aarti asks Nooyi how she manages to stay so light-hearted when people cut her down at work. (It's something she does over and over again.) Her answer? It's not what Aarti expected. Indra Nooyi's book, My Life In Full, has a provocative passage. Describing the times she's been invited into rooms with the most influential people on the planet, she writes: “The titans of industry, politics and economics, talked about advancing the world through finance, technology, and flying to Mars. Family – the actual messy, delightful, difficult and treasured core of how most of us live – was fringe. This disconnect has profound consequences…In a prosperous marketplace, we need all women to have the choice to work in paid jobs outside the home and for our social and economic infrastructure to entirely support that choice.” (emphasis added) Aarti dissects that call to action with her. It sounds like the call of a feminist or labor leader. Nooyi posits her argument is simple economics. “If you think like an economist, not a feminist, then you say you want the best resources available, which means that men and women, the best talent, have to be in the service of the economy,” Nooyi says. “And that requires some social support. … If you don't provide them a support structure, and then lament about the great resignation, it's crazy.”
What strategic factors does a prosecutor consider before bringing charges? What legal consequences could Trump face for the various statements he's made regarding January 6th? Preet answers listener questions. Then, Preet interviews Indra Nooyi, the former Chair and CEO of PepsiCo, who became the first woman of color and immigrant to run a Fortune 500 company in 2006. Nooyi talks about the social responsibility of businesses, how she changed PepsiCo, and her journey to the top of corporate America. For show notes and a transcript of the episode, head to: https://cafe.com/stay-tuned/lonely-at-the-top-with-indra-nooyi/ Don't miss the Insider Bonus, where Nooyi weighs in on whether the American dream still exists. Tweet your questions to @PreetBharara with hashtag #askpreet, email us at staytuned@cafe.com, or call 669-247-7338 to leave a voicemail. Stay Tuned with Preet is brought to you by CAFE and the Vox Media Podcast Network. Executive Producer: Tamara Sepper; Senior Editorial Producer: Adam Waller; Technical Director: David Tatasciore; Audio Producer: Nat Weiner; Editorial Producers: Noa Azulai, Sam Ozer-Staton. Learn more about your ad choices. Visit podcastchoices.com/adchoices
Former PepsiCo CEO Indra Nooyi joins Margaret Hoover to discuss the future of the workplace, the care economy and the role companies should play in addressing problems in society. Nooyi, who has written a new memoir My Life in Full: Work, Family, and our Future, talks about her childhood in India, her decision to come to the United States and her rise up the corporate ladder. She describes her personal struggle to juggle work and family and her professional struggle to push the soda-and-snack giant toward more sustainable products, including healthier options and packaging that does less damage to the environment. She joined PepsiCo in 1994 and became the 11th female Fortune 500 CEO when she took the helm in 2006. She says that big corporations need to find a more “judicious balance” between shareholder and stakeholder interests. Support for “Firing Line for Margaret Hoover” is provided by Stephens Inc., Robert Granieri, Charles R. Schwab, The Fairweather Foundation, Asness Family Foundation, Pfizer Inc., Craig Newmark Philanthropies, The Rosalind P. Walter Foundation, and Damon Button.
Listen again. After becoming the CEO of PepsiCo in 2006, Indra Nooyi became the first woman and immigrant to run a Fortune 50 company. From Chennai, India, to Yale's School of Management, Nooyi worked her way up from The Boston Consulting Group, Motorola, and ASEA Brown Boveri before eventually landing at PepsiCo, overseeing the global operation of its countless drinks, snacks, and restaurants. Nooyi's new memoir My Life in Full details her legendary career, exploring her extraordinary personal journey and the demands of being one of the most powerful women on the planet. Originally released Oct, 2021
Guest: Indra Nooyi | former Chair & CEO at Pepsi Co. See omnystudio.com/listener for privacy information.
This week, we thought we'd bring you a little bonus from another show that Guy hosts called Wisdom From The Top. After becoming the CEO of PepsiCo in 2006, Indra Nooyi became the first woman and immigrant to run a Fortune 50 company. From Chennai, India, to Yale's School of Management, Nooyi worked her way up from The Boston Consulting Group, Motorola, and ASEA Brown Boveri before eventually landing at PepsiCo, overseeing the global operation of its countless drinks, snacks, and restaurants. Nooyi's new memoir My Life in Full details her legendary career, exploring her extraordinary personal journey and the demands of being one of the most powerful women on the planet.
After becoming the CEO of PepsiCo in 2006, Indra Nooyi became the first woman and immigrant to run a Fortune 50 company. From Chennai, India, to Yale's School of Management, Nooyi worked her way up from The Boston Consulting Group, Motorola, and ASEA Brown Boveri before eventually landing at PepsiCo, overseeing the global operation of its countless drinks, snacks, and restaurants. Nooyi's new memoir My Life in Full details her legendary career, exploring her extraordinary personal journey and the demands of being one of the most powerful women on the planet.
Book Review of the Memoir written by Ms. Indra Nooyi. In her book - My Life in Full: Work, Family, and Our Future, Ms. Nooyi shares her journey as a child to the CEO of Pepsi Co. The beauty of this book is that it doesn't just stop there, it even captures her life past that role. The detailed book review and also the parenting lessons which Ms. Nooyi has shared are written in the blog post. https://mommyshravmusings.com/parenting-lessons-from-my-life-in-full/ #IndraNooyi, #BookReview, #Parentingtips, #MyLifeinFull, #IndraNooyibook
Book Review of the Memoir written by Ms. Indra Nooyi. In her book - My Life in Full: Work, Family, and Our Future, Ms. Nooyi shares her journey as a child to the CEO of Pepsi Co. The beauty of this book is that it doesn't just stop there, it even captures her life past that role. The detailed book review and also the parenting lessons which Ms. Nooyi has shared are written in the blog post. https://mommyshravmusings.com/parenting-lessons-from-my-life-in-full/ #IndraNooyi, #BookReview, #Parentingtips, #MyLifeinFull, #IndraNooyibook
David Wheatly is the Principal and Chief Question Asker at Humanergy, he's the author of “What Great Teams Do Great” and “50 Dos For Everyday Leadership.” You'll love listening to David talk about his journey from England to the USA with lessons including: The components and elements of leadership choices The common themes that set great teams apart The red path and green path (which one are you on?) What makes great questions “great.” Join our Tribe at https://leadership-hacker.com Music: " Upbeat Party " by Scott Holmes courtesy of the Free Music Archive FMA Transcript: Thanks to Jermaine Pinto at JRP Transcribing for being our Partner. Contact Jermaine via LinkedIn or via his site JRP Transcribing Services Find out more about David below: David on LinkedIn: https://www.linkedin.com/in/humanergy/ Humanergy Website: https://humanergy.com David on Twitter: https://twitter.com/davidwheatley1 Full Transcript Below ----more---- Steve Rush: Some call me Steve, dad, husband or friend. Others might call me boss, coach or mentor. Today you can call me The Leadership Hacker. Thanks for listening in. I really appreciate it. My job as the leadership hacker is to hack into the minds, experiences, habits and learning of great leaders, C-Suite executives, authors and development experts so that I can assist you developing your understanding and awareness of leadership. I am Steve Rush and I am your host today. I am the author of Leadership Cake. I am a transformation consultant and leadership coach. I cannot wait to start sharing all things leadership with you Joining me on the show today is David Wheatly. He's the Principal and Chief Question Asker, Humanergy, leadership development consultancy. He's the author of What Great Teams Do Great and 50 Dos For Everyday Leadership. Before we get a chance to speak with David, it's The Leadership Hacker News. The Leadership Hacker News Steve Rush: When the chairman and CEO of PepsiCo Indra Nooyi was asked by Fortune magazine, what's the most important leadership advice she's been given. She said, whatever anybody does or says assume positive intent. And when you follow this advice, your approach to a personal problem becomes very different. When you assume negative intent, you're often angry or annoyed. If you let go of this anger or annoyance and assume positive intent, you'll be able to listen generously and speak straight and more effectively. And this advice is not insignificant from a leader who has made one of the boldest moves in their industry in recent years. Nooyi was featured in 2015 issue of Fortune for her bold move of taking PepsiCo in an audacious strategy shift beyond unhealthy snacks and drinks. Despite her critics at the time, PepsiCo has had positive year on year organic growth and has crushed the shares of rival Coke. Assuming positive intent is clearly a powerful leadership move. However, to get good at it, you must first recognize your automatic tendency to sometimes see the negative intentions in people. And then you must deliberately practice looking for positive intent. When you look for positive intent, you automatically give people the benefit of the doubt, and you give yourself a chance to learn about what could have caused the situation you find yourselves in. In fact, you might even be surprised something you hadn't expected might come out of the woodwork. Maybe in a few cases, you'll learn that the person had positive intent, but it just landed negatively. Allow yourself to learn this rather than jumping to conclusions without clear information and doing so you can take action. And of course, by assuming positive intent, you're also practicing great leadership. You'd like to avoid many of the embarrassing situations that come with having negative connotation. So, the leadership lesson here is when you hear or see something that feels negative, reframe it and ask yourself what could have been the reasons behind the action behind the event. And you'll find some positivity in there somewhere. That's been The Leadership Hacker News. We'd love to hear your stories and insights. So please get in touch. Start of Podcast Steve Rush: David Wheatley is a special guest on today's show. He's the Principal and Chief Question Asker at Humanergy, a leadership development consultancy focused on helping people transform themselves along with those who work with them. David's a co-author of What Great Teams Do Great and 50s Dos For everyday leadership. David, welcome to The Leadership Hacker Podcast. David Wheatley: Thanks for having me on. Steve Rush: So really keen to get into your backstory that helps send us down a little bit about why you do what you do now. So how did that go from Leeds end up working for The Met Police in London? David Wheatley: I'll try and give you the short story of this, but I put it all down to whitewater kayaking and I taught whitewater kayaking when I was a kid, I'd spent most of my summers in the lake district. And I was looking at different times to go in the Navy. I thought about Dartmouth. And then I'd always said, well, I don't get in there, then maybe the police. And I saw an advert for the police in London that had a guy kayaking on the front of it. And I thought that's the one for me. And so, I applied and got in and spent five years with what's known in England as the met, which is the police force for greater London. And so that was the easy story of how I ended up moving 200 miles south of my hometown to go seek my fortune in the Capitol. Steve Rush: So how long were you at the met police? David Wheatley: I was there for five years in the eighties, which was an interesting time to be in London. Steve Rush: Because London bit like most cities, if you look back in history and certainly some of the big cities in the U.S. and around the around Europe and the world actually. The eighties was kind of their revolving or revolutionary years where they went from what they were to where they are now. And London was definitely one of those cities, wasn't it? David Wheatley: Yeah, it was definitely in transition. So, there were places that you would feel safer than not. And there were definitely communities that were in transition at the same time. So, and now a few riots thrown in during my time too. Steve Rush: And when you look back on your time with the metropolitan police, were there lessons that you learned then that you now carry forward to the work that you do now? David Wheatley: If you look at anything, right. There should be a lesson that you can take out of it. And there were thousands of when I was in that place and I was a cop on the streets of London at twenty-one. And the advice I'd give myself is to stop being so fully yourself and arrogant and being an ass, start growing up a bit quicker and paying attention to what's going on around you. And I think that's one of those things, isn't it? That the great quote says when I was eighteen, I couldn't believe how stupid my dad was. And when I was twenty-one, I was surprised at what you'd learned in three years. Steve Rush: Yeah, it's a great quote, isn't it? David Wheatley: I wish I had the thought and the calm, the willingness to stay calm and question back then, rather than the energy and enthusiasm and excitement and arrogance of a twenty-one-year-old. Steve Rush: So how did you end up then becoming from a place officer to leading a great leadership consultancy in the U.S.? David Wheatley: Again, I put that back to whitewater kayaking, because I got to place in my police career where my colleagues were saying that's five down, only twenty-five to go, and then I can buy a house in the national park and a sports car and do all my hobbies and my hobbies, where, like I say, whitewater kayaking and a bit of climbing. And I thought, well, 30 years' time and a career of thirty years, maybe I won't be able to do those things. So perhaps now's the time to go. And I left the police and moved to the lake district of England, which is a national park in the Northwest. I went to a college in the heart of the lake district to get an education degree while I could still continue my kayaking. And across the lake from the college, I went to was another college that was doing management training using the outdoors. And they needed people with the right bits of paper. And so, I would quite literally paddle from one college across lake Windermere to the other college to go and work with these leadership teams whether it was building a raft or out kayaking, getting to know each other that way. And it evolved from there. We came away from the outdoors and it becomes much more about asking questions that people in their own settings these days. And I've been in the states now for twenty-five years and with Humanergy for twenty-one. Steve Rush: So, what was the pivotal moment for you then to leave blighty and move to the U.S.? David Wheatley: Well, it's part of that college course. I did a six-month exchange to the U.S. and I went back with a wife and a three-year-old. And so, my wife spent five years living in Kendall in Cumbria and decided that she'd love to move back to the states. And so, I looked for some work over here and got a job here in 1996, or as someone told me the other day, the late nineteen hundred which makes me sound really old. And I was working with my now business partner and that company folded in 2000 and we started our own company, Humanergy, which has been around since. Steve Rush: Awesome. Are you still Kayaking? David Wheatley: I was kayaking this last weekend, although the water's a lot less white around here. Steve Rush: Yes, indeed. Unfortunately, I have the Thames, so I'm able to jump on my kayak and shoot up the Thames as long as it's not going upstream after heavy rainfall. David Wheatley: Yeah, so we have the Kalamazoo River just on our doorstep here and it's a beautiful river, goes through the nature center. So, it's all very wilderness, but it's quite flattened, slow moving. So, my whitewater kayak looks a little out of place on it. Steve Rush: I bet it does, yeah. You co-wrote the book, What Great teams Do Great. And in the book, you talk about leadership choices. I fundamentally believe that there are loads of those, but from your experience, what are the kind of key components and elements of leadership choice? David Wheatley: Yeah, I appreciate you bringing that up because that's fundamental to our philosophy of leadership. We believe that leadership is not about your title or your rank or the size of your office, the brass plaque on your desk or any of those things. It's about the choices you make that influence the people around you. And if you think about it that way, then everybody, every day is making leadership choices. They're making choices that influence those around them. And you break it down into that level of simplicity. I'm making a choice, that's influencing you. Then I have some level of leadership and then we broke it into a couple of areas that we could focus on. One is, that choice focused on me or the greater good? And you can kind of draw a line between those two. So, if it's a self-focused choice, then it's about me at the cost of everybody else. If it's a great good choice, it's about me and everybody else that I'm naturally connected to. And we believe that as a leader, you want to be closer to that greater good choice and of that continuum. The other continuum we identified as one of the levels of commitment, which kind of goes from a place of comfort to a place of impact. So, am I committed to my comfort or my committed to impact? And when you plot those two continuums, you end up with, what we've identified as four leadership choices that kind of show the different styles that go from destructive, which is I'm committed to impact, but it's all about me. Passive, which is I'm committed to comfort, and it's still all about me or the better choices which hit that greater good end of the continuum, which is a productive choice, which may be that I'm still committed to my comfort little bit, but I'm willing to help. And then a transformative choice, which is when I'm committed to impact. And I see the greater good and all the work that we do is trying to get people to make more choices in what we would call a top half of those four, which is the productive and transformative quadrants. Steve Rush: When you hear people talk about choices, often that comes with a connotation that people have made a deliberate decision, but I'm looking at your research. Often, the choices that they've made are contributory to where they end up, right? David Wheatley: I think that's just one of the questions we ask is, are your choices yours to make? And when people say yes, most of the time. Although I had a class this week and somebody said no, not really. If I'm told I have to do this by my boss, I don't have a choice. And then somebody else in the room said, yes, you do. You don't have to work there. And she said, yes, I do. I have to work here because I have bills. And then they got into the discussion about how they were all choices. Steve Rush: Yeah. David Wheatley: And even the decision to choose, to work there, to choose, to continue to work there after a boss mandated, we're all their choices. And it's kind of interesting at the moment, especially in the states, we're seeing a lot of people see that and make the choice to leave companies. There's a bit of an exodus of companies because people are saying, I don't have to put up with this anymore. There's opportunities and I'm going to choose to leave and choose to go find somewhere that fits a little better with my values. Steve Rush: In the U.S. actually, there's this great resignation that's going on at the moment where there is a bunch of people leaving in droves, their organizations. David Wheatley: Yep, and in some cases, they're not finding a role elsewhere. They're doing something on their own and other cases that lost to the ether somewhere. But yes, that's this mass exodus that people are making the choice to say, I don't have to put up with this. And I think it's interesting. I was just in a meeting before we came in here and people were talking about, they don't have people, which means that the people they do have are being pushed to do twice as much work as they would do in the past. Steve Rush: Right. David Wheatley: And the result of that is some of them are leaving. Steve Rush: Yeah. David Wheatley: So, that's a choice. It's been interesting to see that that's seems to be more comfortable choice for people at the moment. Steve Rush: What'd you think the reason is that some people, even though they are making choices, don't perceive them to be choices? David Wheatley: I think people get stuck, don't they? Especially over here, we could get a bit philosophical that if you're motivated externally, then the choices you make are about how you look and what you have. And I see that the most centered, balanced leaders are motivated internally and it's about who they are and doing the right thing and making sure they're constantly on the journey inwards. And I think it was Dag Hammarskjold who said, “The longest journey of them all is the journey inwards.” I think half of my work are leadership coach is helping people take that journey inwards rather than to take the journey outwards. Because if you're on that outward journey where it's about how I look, how I'm perceived and the stuff I've got, then that can make us feel like we can't make choices. Steve Rush: All right, that's back to that continuum of comfort and impact people feel comfortable. It comes with another load of emotions that make them feel secure or safe, but actually that sometimes can be holding them back, right? David Wheatley: Yeah, over here in Michigan. It's not unusual for families to have a cottage up north, on a lake somewhere. And you hear people say, oh yeah, I've got a cottage, but I've not been there this year because I've been so busy working. It's like, so why have the cottage? Steve Rush: Yeah, why not work from the cottage? David Wheatley: Yeah, exactly. And these days you can, of course, but it seems like it, but then people get locked into this. I have to go and work here. I have to make this much money. I have to do this stuff in order to have the things that I perceive, but I don't actually make the time to use them. It's one of the things I try to do in my work is keep as much balance as possible. So, I take a lot of Fridays off in the summer so we can hit the water. My vacation for next year is already scheduled. I don't know whether it'll happen at precisely that way or not, but that's important time to get, so I put that in first, before I start filling in the work around it, because it's those experiences that happen on my vacation that are important. And the bigger question is, are you living to work or working to live? Steve Rush: All of which, are your choices, of course. David Wheatley: Exactly. Steve Rush: Yeah, so you've done a lot of work with teams throughout your career and focusing on helping team performance as well. And I thought, what would be helpful is digging into the whole notion then that says, you know, what great teams do Great. Well, what are those things that set great teams apart? David Wheatley: Funnily enough, I have a book on this. It's available all at all good book store. There's a couple of things that we've identified that really work for the book, if I break it into two things. One of them is what we call the set-up box and teams tend to skip around the setup to get straight into the plan. And when we talk about the setup, it's about getting to know each other. So, who do we actually have on the team and what do they bring? Making sure we understand the environment that we're in at the moment and what that impact is on us. Getting clarity as to what we're trying to achieve and then establishing our non-negotiables. So, what are the small number of things that really, we want as our values or our non-negotiables, our behavioral expectations of each other, build that team. And the more time we spend there, the more we're setting ourselves up for a successful experience. And folks can often jump through that because they think, oh, let's just take that as read and we'll get straight into what we're going to do. And then they find issues occur later that require them to come back and spend the time though. So, it's another one of those things that I know of find that time to do it right by always make time to do it over. Steve Rush: Yeah, exactly. David Wheatley: And teams that spend the time in that set up box will save lots of time later on because they did the work. The second piece is that comes back to the choices we make and we break it into green path and red path choices. So that productive and transformative choices I talked about earlier will be green path. The passive and destructive will be what we call red path choices. And it's when we have issues and red path choices, or when we see people be defensive, attack, avoid, accommodate, make excuses, whine, all of those things make the team worse. And we actually put them up there and labeled them so people can see if you're doing any of these, your part of the problem. The flip side of that of course, is the green path is, means I have to be caring, honest and direct. I have to be willing to listen. I have to take in all the perspectives and engage people in a way that drives us forward to a solution. And if I'm doing that, I'm part of the solution. And now that's significantly harder than the whining or the excuses or the attacking, avoid, but it builds the team and it builds the credibility of the team. And it sounds simple but putting it out in front of people and saying, you know, is this a green path or a red path choice, or in other words, is this building us or is this degrading us over time? Is the other thing that all too often, we see teams that have got problems and that could have been resolved six weeks ago if they had just had a good conversation about it, but they didn't. And then, it started to fester and they neglected things. And next thing, the teams falling apart and the results, aren't where they need to be. Steve Rush: So, for those teams who do follow the green path, what's the reason that they're able to keep laser focused and follow the green path and not be distracted? David Wheatley: And the reality is we're all human. So, we all make choices on the red and the green path consistently. The better leaders make more choices on the green, but they don't necessarily make none on the red. What I find is that people are making more green path choices, it encourages and emboldens more green patch choices. So, if you come back from lunch and there's a piece of lettuce between your teeth, and I tell you, there's a piece of lettuce between the teeth in a way that's caring, then you will appreciate that. You might be slightly embarrassed, but you'll appreciate it. And then when you see me with something so good like that, you're more likely to let me know that so that I'm not as embarrassed later on, those are simple green path choices that help us build the relationship. But then that relationship helps us deliver the results that we need when we need it. Because when we build that relationship, we have that level of trust. We're more willing to do what it takes to get us to that that result. And if it means digging in a bit deeper, I've been a bit more creative or working on some things, I'm willing to do that because we built that connection. As simple as you were willing to tell me, I had a piece of lettuce between my teeth. Steve Rush: Yeah, it's the small things that make the big differences, right? David Wheatley: Yeah, and if I don't do that and you get home five o'clock tonight, and you're looking in the mirror and you say, wow, I've still got a piece of lunchtime lettuce in my teeth. How many people have I passed that didn't tell me that? Steve Rush: Yeah. David Wheatley: And then you go in tomorrow morning with a completely different attitude about those people, and you're right. I just was in a meeting where I said, I think I used the phrase, it's driving me crazy. And someone put it in the chat box, but we're really trying to lean away from using the word crazy because it cannot not always be inclusive to people with mental health issues. And I thought, wow, that's kind of cool. And, but rather than have the conversation in the chat box, let's have the conversation in the meeting so that we can get this out here and understand what you're saying. And I can learn from it as well as everybody else can learn from it. And if that's turning some people off, then we need to know it, but we need to be willing to have those conversations so that we can align and make it better as we move forward. Steve Rush: Yeah, I love that. Now, all teams, including high-performing teams have an achilleas heel, having your experience of working with many teams, what do you see as the biggest achilleas heel for teams? David Wheatley: Ego. Steve Rush: Okay, tell me more? David Wheatley: I wanted to see what would happen if I just said that and nothing else afterwards, but I think ego gets in the way, because we're not willing to see ourselves as being wrong or not perfect. And all too often that trips teams up when somebody or some people in that team let their egos get the best of them. If you think about my continuum going from self to greater good, in some ways I have to manage that ego to be part of the greater good, because if it takes over then that drives me back to the self and of the continuum and makes my choice more red path than green path. And that's when senior leaders don't want to be told that they might be wrong. When people aren't open to feedback, when people aren't learning from the folks who are operating machinery, for example, and I was talking to a client this week and the folks who operate the machines, keep telling the engineers that there's some better ways of doing it, but the engineers aren't interested because the folks who operate the machines don't have engineering degrees. In my mind, that's an ego issue that is negatively impacting that team. Steve Rush: Agreed. And it happens in every business, right? David Wheatley: Yeah, it does. If those engineers actually got on the floor and talk to those folks, they'd probably find out there as smart, if not smarter as their engineering degree, because they'd been operating that machine for twenty years. Now, they may not have the ability to draw it or to capture or do all the technical stuff they learned in college, but they know what that machine is doing and they know how to get the most out of it. And yet it's ego that gets in the way of that. Steve Rush: Agree. So, one of the things I wanted to kick around with you is this whole notion of failure versus success. So many teams that I've worked with or work for often spend quite a bit of time debriefing what went wrong and getting stuck in the moment of failure versus elevating themselves into success. What's the reason that that happens typically? David Wheatley: I think that's fits with the red path, green path idea because when we're looking at failure, we're really looking to blame and we're looking backwards. I think that failure can drive opportunity. The American army have a process called the after-action review. And it's a simple learning cycle, you know, what did we say we were going to do? What did we do? What did we learn from this? How can we apply it next time? And so, you could pull that out. And so that's a simple learning cycle. One of the key differences is, the attitude they want, when you go in, this is not about blame, this is about learning. This is not about rank. This is about what we did. And if you had a part in this, you've got an equal say in this conversation. And again, that comes back to our ego conversation, doesn't it? If I'm willing to say all of this could have been wrong, but we're going to learn from it and apply it next time, then people are more likely to follow you then if I'm trying to scapegoat and looking backwards at failure, and I don't know why people spend so much time on yesterday because they can't do anything about it. Steve Rush: Yeah, it's interesting. I had this the same conversation, not so long ago about performance management in so much, as many people get stuck in looking at historic data and past performance. And actually, you can't manage performance because it's happened. You can do is manage the performer when it's going forward, which is your green path way path. David Wheatley: Yeah, and the green path said, we're forward focused on a solution. And that should be the attitude all the time. I might use yesterday to help educate me, but I'm educating myself to make tomorrow better. And leaders who drive that way, are a lot easier to follow than those who want to spend a lot of time on failure. Steve Rush: Aren't they just, yeah. Now you'll known at Humanergy as the Chief Question Asker. So where did the Moniker come from first of all? And then let's get into the concept of asking some questions. David Wheatley: Because some of your listeners are in the UK. I probably say this a little bit easier. We've never had titles in our organization. We've always said to people use the title that will get the job done, whatever title you need, you have that title if you needed to get the job done. And a few years ago, my business partner, I noticed on his LinkedIn, it said chief insight officer. And I thought, that actually fits with him. He's the kind of deep thinking one on the team. And so that fits, but what am I going to put now? Because if we're going to this, I should have something. And my first thought was chief humility officer, but I figured I might be the only person that thought that was funny. Steve Rush: That's right, yeah. David Wheatley: And then I started thinking about, when I'm doing my best work, what am I doing? And it keeps coming down to this. I ask a good question. And if I can ask a good question that unlocks that thinking of other people, then that's where, you know, where I have my value. And so, this idea of being the chief question asker was just a different way of looking at how I want to lead and the work I do at Humanergy. Steve Rush: So, if you ask a good question, how do you know if that's a good question or not? David Wheatley: Usually because people stop and you can see the cogs whirring as they think. And the key to a good question as well in my mind is to leave a lot of space afterwards, because if it is a good question, you can literally see it having its impact. And as people stop and think and their eyes, you can see them adjusting as they going inside their brain. And they're applying that straightaway. It's literally unlocking their head. You can see it happen in front of you. And when that happens you can just sit back as a coach and that warm feeling and say, I probably don't need to talk much for the rest of this meeting because they're going to come up with everything. I just had the question that unlocked their thinking, and now they're ready to go and primed. In a good coaching session, the less I say probably the better the coaching sessions been. Steve Rush: Yeah, and great questions also should be informed by the conversation not pre-ordained, or I see some sales teams having the top fifty questions to ask clients. And, you know, for me, if you're pre-loading your questions like that, you can't be then listening to your responses because listening is a sidekick to great communication when you ask great question, right? David Wheatley: Yeah, in my mind, that's the foundation for a great question, is the listening piece and not only the listening, but also being able to summarize what you're hearing. And sometimes you don't need to go to a great question. You just simply summarize what you just heard and that's enough for the person to say, oh, I guess that is what I said. And now I hear it back to me, this is what I'm thinking. And you've unlocked their thinking again, but absolutely it's in that order, you first have to listen, then you summarize well, and then potentially you ask a good question that unlocks their thinking. And so absolutely you're right. It's all part of a set. Steve Rush: Yeah, so this is the part of the show where we get a flip a little bit. So, I'm going to think about your leadership experiences, leading others and coaching many, many leaders throughout your career and ask you to try and distill them down into the top three. So, if you could, what would be your top three leadership hacks? David Wheatley: One of them we've already talked, about the powerful question and knowing what makes a powerful question. And it's quite often, it's usually a question that can't be answered yes or no. And it's not a question that's advice, disguised as a question. So, if you can stay away from those things, then you're probably leaning closer to a powerful question. The second thing that goes with that, and I've already alluded to this too, is what a friend of mine shared. This comes from some of the work of Humble Inquiry. There should be ten seconds that you leave after a question, because most people's thinking doesn't really kick in until about second seven. And I actually have a group that I'm working with at the moment, and they have a lawyer in the group and I have to wait till twelve or thirteen seconds for them because that's when his question kicks in, but it's kind of funny to literally count. And I count to ten and there's silence for ten seconds. And then I keep a little bit longer just for this one individual. And his question usually comes at twelve seconds after, or his thought comes twelve seconds after my question, because he wants to think about it. All too often, we're not comfortable with that silence for that length of time. But if I ask a question, I should give the space and the time for people to truly think about it before they respond. And then the third one in my mind would be assume positive intent. And this is something we use quite a lot in our work that all too often people's problems are because they assumed that somebody had ill intent about it. And if I go through life, assuming that people don't mean me ill, then my life will be so much more fruitful, better and enjoyable than if I worry about all the possibilities that could be happening when I see two people in the distance talking, or they're talking about me? I assume positive intent. And if they are talking about me, it's for good reasons. So, then I can let it go and not have to worry about it anymore. So those are my three, the powerful questions, leave ten seconds, at least after your question and then assume positive intent, Steve Rush: Great hacks, great advice. Interestingly, the last one. There's been some scientific research done quite a few years back. That's actually proven that 99.9% of our actions are with a positive intent. They might not often land positively and they may have a different impact, but the intent is positive. And I think just reframing that even when people screw up and do horrible things and you feel bad about it, if you can reframe that and allow yourself to recognize that it started out with a positive intent, it can often help you deal with different, right? David Wheatley: Absolutely, yeah. And that's green path thinking in my mind, I'd love to see that research too, because that's been my intuitive assumption. And yet half the time we're working with people who see something and they do what I call conspiracy theory thinking. Where they think about every bad possibility that could be going on in that world, and then life gets depressing. And just switching that off and saying, well, if we assume a positive intent, what could be going on? And you start to see them say, well, I guess they could be thinking this way or that way. And night and day switch people's perspective on a situation. Steve Rush: Yeah, you're right. David Wheatley: But it's hard. Steve Rush: Yeah, next part of the show, David, we call Hack to Attack. So, this is typically where something hasn't gone well. It could be that we've royally screwed up at work, whatever the case may be. But as a result of it, we've learned from that experience that we now use it as a positive in our life or our work. What would be your Hack to Attack? David Wheatley: Well, it's to take feedback. And I think when you're younger and people give you feedback about how you could be better or something that's going on or something that you haven't done quite as well, it can be very easy to resist that feedback and for your ego to get in the way. I've found that the more open I am to feedback, the more life is enjoyable and I get better at what I'm doing. It doesn't mean that I have to agree with it, but at least about process it, then there's usually something valuable comes out of it. And that, you know, I can be mad about it for a while and I can be frustrated by the fact that I got the feedback, but usually that frustration is based on the fact that I didn't like my performance and the feedback is accurate, but I don't necessarily get there straight away. And there's a great English comedian, Sarah Millican, who has a rule that she calls the 11 o'clock rule that applies to her comic stand-up that if you had a bad stand-up gig on the night before. She has till 11, o'clock the following day to whine and mope about it, and then she has to stop and let it go and move to the next one. And the same goes for when she has a great stand-up gig. She has till 11:00 AM the following day to celebrate it. And then she has to stop and get on with the next one. And I've actually used that a lot with people that are in leadership roles. If you get feedback, if somebody didn't go right, if something's really making you mad, then you've got till 11 o'clock the following morning to fester on it and then stop and move on. Steve Rush: I think it gives you some boundaries, doesn't it? David Wheatley: Yeah, I like that fact that it's saying, yes, you can mope about it, but only for a very limited time. And so that's the Millican rule or the Millican war is my Hack to Attack. Steve Rush: Awesome, and I never realized that we'd ever get Sarah Millican even by reference on the show, on a Leadership Hacker Podcast. David Wheatley: There you go. Steve Rush: So, you alluded a little bit to this earlier on in the conversation, when you were reflecting back on your days in the Met, we kind of always close out around giving some advice at twenty-one, but thinking back on all of your experiences, if there was just one kind of opportunity to bump into yourself and say, right. It's just this one thing, David, what would it be? What would you change? David Wheatley: I said some of it earlier, but I guess it can be summarized in don't take yourself too seriously. Steve Rush: Yeah, it's easy said than done that, right? So, it's an academic. You don't take yourself too seriously. I think has been said to me many times. And I have also probably said it to many associates, children, the family, right? David Wheatley: Yeah. Steve Rush: How do you go about doing that though? Because it's easier said than done. David Wheatley: I think it's one of those things that we again get stuck in ourselves, especially when we're younger that, you know, the world revolves around us, whoever you are, the world revolves around you. Someone once told me that we're all extras in everybody else's movie. And so that sense of, you know, you Steve sees the world revolving around you because you can't suddenly step out of your body and be somebody else. And it's that realization that everybody else is in that same spot. And the older you get, the more you realize that everybody has a backstory, everybody has issues that they're dealing with. Everybody has a broader sense of life that you're not aware of. And it's getting out of that that place that said the whole world revolves around me and understanding that everybody's got a little piece of it, which, you know, don't take yourself too seriously. Because we're all in this together kind of thing, is easy to say. The recognition, the realization that everybody is in the same boat and they have their issues and a backstory is the difference maker in my mind. And so, getting people to think about that and explore other people's perspectives can sometimes get you out of everything's about me. Steve Rush: Yeah, I like it. So, what's next for you and the folk of Humanergy? David Wheatley: Well, I continue a book, What Great Teams Do Great, which was released just in time for the pandemic. And so, we couldn't get out and physically advertise it. So that's still ongoing and we're constantly looking for what's next. At the moment, we've got some training that we call our high-impact leadership training, which is a twelve-month leadership adventure which takes four hours of classroom time a month. We used to do that. Face-To-Face in different locales, but COVID took it virtual. And there's been some fun doing that on Zoom with people that are coming in from all over the country, in some cases, all over the world to participate in a leadership journey that lasts for twelve months and continues to build, that's the fun project that we've got expanding at the moment. Steve Rush: Awesome, and wish you every success with it too. David Wheatley: Well, thank you. Steve Rush: So, our listeners might want to get hold of a copy of What Great Teams Do Great, and some of your other work and indeed find out a little bit more about what you and the firm are doing. Where's the best place for us to send them? David Wheatley: Well, humanergy.com and that's humanergy.com is where you can find everything about us and contact us and What Great Teams Do Great is available. All good bookstores and Amazon. Steve Rush: Awesome. We'll make sure those links are in our show notes as well for you. David Wheatley: What I'm encouraging folks to do. When you think about that greater good continuum is, if you can hold off a little bit, then go and order a book from your local bookstore that's been struggling for the last eight-teen months. It might take a little longer to get to you. It might be a little bit more expensive than it is on Amazon, but at least we're sharing some of the wealth with some people who've been struggling. And Jeff doesn't need any more money. Steve Rush: That's a great, call, love it. David, thanks ever so much for coming on the show, loved talking about the journey. I can really see the value that you talk about from red path, green path. I can see how teams can adopt that language super quick to really help them focus on the right things and thanks ever so much for being part of our community on the podcast. David Wheatley: Well Thanks, Steve. And I look forward to continuing listening to this journey. Steve Rush: Thanks very much David. Closing Steve Rush: I genuinely want to say heartfelt thanks for taking time out of your day to listen in too. We do this in the service of helping others, and spreading the word of leadership. Without you listening in, there would be no show. So please subscribe now if you have not done so already. Share this podcast with your communities, network, and help us develop a community and a tribe of leadership hackers. Finally, if you would like me to work with your senior team, your leadership community, keynote an event, or you would like to sponsor an episode. Please connect with us, by our social media. And you can do that by following and liking our pages on Twitter and Facebook our handler there: @leadershiphacker. Instagram you can find us there @the_leadership_hacker and at YouTube, we are just Leadership Hacker, so that is me signing off. I am Steve Rush and I have been the leadership hacker.
Indra Nooyi, the former chair and CEO of PepsiCo, is one of the only women to run a Fortune 50 company and one of the foremost strategic thinkers of our time. In her new memoir, “My Life in Full: Work, Family, and Our Future,” Nooyi describes the events that shaped her life, from her childhood and early education in 1960s India to the Yale School of Management to her rise as a corporate consultant and strategist who ascended into the most senior executive ranks in business.
Thanks to COVID-19, corporate America has been forced to reimagine how, where and when works gets done. And the former CEO of PepsiCo, Indra Nooyi, is pushing companies to inject "more humanity" into these future of work conversations. For her that means including discussions on how to support families, enabling everyone to fully participate in the workforce. As she tells Alan Murray and Ellen McGirt, this is not a "feminist issue," it's an economic one. Drawing on her new book, "My Life In Full," Nooyi lays out some specific steps she believes companies should take to better support working women. The Leadership Next conversation also touches on Nooyi's moves as PepsiCo CEO to make healthier products and boost sustainability efforts.
Former PepsiCo Chairman & CEO Indra Nooyi's book, My Life in Full: Work, Family, and our Future, published by Hachette India, is just out. This conversation is an interview preceding her book launch with Vinay Kamath, Senior Associate Editor, The Hindu BusinessLine. Nooyi is a chemistry graduate of Madras Christian College and an MBA from IIM Calcutta, she went on later to earn another MBA from the Yale school of management in the US. She was the first woman of colour and an immigrant to head a Fortune 50 company. In this interview around her book, Nooyi ruminates about her growing up years in Madras, her family, and the values she inculcated that helped her succeed so phenomenally. She talks about the mentors in her life, her first hesitant steps in the US as a student, the direction she set PepsiCo in, encountering racism, role of women in the workplace, and her advice for business leaders in a post-Covid world. Interview: Vinay Kamath Editing: Akshaya Chandrasekaran Portrait: Dave Puente --- Send in a voice message: https://anchor.fm/business-line/message
Leaders model behavior and inspire others to emulate them in their personal lives and on a bigger scale. Just as we have a choice to do the right thing in our personal lives, business leaders have that choice at work. Many strive to be people of good character in all aspects of their lives. But, what does it really mean to be a person of good character? Or, from a business perspective, a company of character? If character is the critical component of ethical leadership, how do we cultivate it in ourselves and in our organizations? In this episode, Gautam Mukunda speaks with the Head of the Department of Behavioral Sciences and Leadership at West Point and Soldier’s Medal recipient, Col. Everett Spain and the legendary former CEO of PepsiCo, Indra Nooyi about how today’s leaders can model courage to do the right thing. “The character of a corporation is not the personality. The character of a corporation is the integrity and morality of the company. How much does the company believe in the betterment of society? How much does the company believe it cannot succeed at the expense of society? That is the true character of a corporation. I don't want us to lose sight of that.” — Indra Nooyi Follow @GMukunda on Twitter Books Referenced: The Arc of Ambition, by James A. Champy and Nitin Nohria 2030: How Today's Biggest Trends Will Collide and Reshape the Future of Everything, by Mauro F. Guillén Evicted: Poverty and Profit in the American City, by Matthew Desmond How to Be an Antiracist, by Ibram X. Kendi The Captain Class: The Hidden Force that Creates the World's Greatest Teams, by Sam Walker Nonviolent Communication: A Language of Life, by Marshall Rosenberg The Colored Cadet At West Point: Autobiography of Lieut. Henry Ossian Flipper, U. S. A., first graduate of color from the U. S. Military Academy, by Henry Ossian Flipper Guest Info: Colonel Everett Spain is a Professor, USMA, and the 7th Head of the Department of Behavioral Sciences and Leadership at West Point. Everett has served with the 82nd Airborne Division at Fort Bragg, 1st Cavalry Division in Iraq, V Corps in Europe, 1st Infantry Division in Kosovo, Multi-National Force-Iraq, U.S. Army Special Operations Command, and as a White House Fellow under the Bush and Obama Administrations. A native of Pensacola, Florida, Everett received a Bachelor of Science in Environmental Engineering from West Point, a Master of Business Administration from Duke’s Fuqua School, and a Doctor of Business Administration from Harvard Business School. He actively researches and writes about talent management. Additionally, he serves as a senior advisor to the Army Talent Management Task Force, is the president of the Harvard Veterans Alumni Organization 501(c)(3), and volunteers as a Holocaust Legacy Partner. Everett and his spouse Julia live at West Point and enjoy raising their four children, including a West Point cadet, a college freshman enrolled in Army ROTC, and two high school sophomores. Indra Nooyi is the former Chairman and CEO of PepsiCo (2006-2019); a Fortune 50 company with operations in over 180 countries. In this role, Mrs. Nooyi was the chief architect of Performance with Purpose, PepsiCo’s pledge to do what’s right for the business by being responsive to the needs of the world around us. As part of Performance with Purpose, PepsiCo was focused on delivering sustained growth by making more nutritious products, limiting its environmental footprint and protecting the planet, and empowering its associates and people in the communities it serves. During her tenure, PepsiCo grew net revenue by more than 80%, and PepsiCo’s total shareholder return was 162%. Before joining PepsiCo in 1994 Mrs. Nooyi held senior positions at The Boston Consulting Group, Motorola, and Asea Brown Boveri. Currently, Mrs. Nooyi is a member of the board of Amazon and sits on the Audit Committee. She is a member of the Board of Trustees of Memorial Sloan Kettering, she is a member of the International Advisory Council of Temasek, an independent director of the International Cricket Council, and is a member of the American Academy of Arts & Sciences. She is also a Dean’s Advisory Council member at MIT’s School of Engineering and a member of the MIT Corporation. Additionally, she is the Class of 1951 Chair for the Study of Leadership at West Point. Mrs. Nooyi has received many prizes, accolades, and honorary degrees over the years. In 2007, the Government of India awarded her the Padma Bhushan, the country’s 3rd highest civilian honor. In 2007, she was named an “Outstanding American by choice” by the U.S. State Department. In 2019, her portrait was inducted into the Smithsonian National Portrait Gallery. She holds a B.S. from Madras Christian College, an M.B.A. from the Indian Institute of Management in Calcutta, and a Master of Public and Private Management from Yale University. Mrs. Nooyi is married and has two daughters.
There's a growing sense that corporations need to be focused more on long-term sustainability and less on short-term profitability. However, it's difficult for well-established companies to make that shift, because it requires that well-entrenched organizational routines change. Most of them are not start-ups that began with a social purpose. At companies that have performed well, sometimes for decades, it's natural for employees to continue the behaviors that have led to strong results. Success, more than failure, prevents a company's transformation. Researchers studied the transformation journey of Pepsi and its Performance with Purpose (PwP) and provide some guidance for CEOs seeking to implement a purpose-driven strategy at their own companies: • Anchor your transformation in a view of the future: Leaders should consider setting up a team that reports directly to the CEO and scouts out the megatrends that will affect the organization. Members of the team should be carefully selected so that they are not wedded to the status quo and can think outside-in. • Ensure that the board is your ally: Such a strategy requires the support of the board of directors. Therefore, you need to show the board how the megatrends analysis should shape its strategy and how PwP would be beneficial for the company in the long-term. • Be thoughtful about the language you use to communicate your transformation: global companies must communicate its purpose-driven strategy in a way that everyone everywhere can understand it. But it should not trivialize the message. • Model the necessary behaviors with early actions: Taking bold actions early is critical for showing the organization that the purpose-driven strategy is not just the flavor of the day. Three things will send a clear message: creating high-profile leadership positions and filling many of them with outsiders, overturning decisions that would have made it through in the “old days”, and letting some people go. • Develop the capabilities that advance the purpose-driven strategy: To execute the newly promoted strategy, a company has to build fresh capabilities in different fields. Such a change consists of a talent pool, cultural background, gender, ethnicity, and location. • Localize the execution of strategy: In the example of a company that operates in several markets, each market should have the freedom to tailor the approach to its needs: freedom within a frame. • Find support outside the company: CEOs within a company cannot execute a purpose-driven strategy without building coalitions of support and finding ways to respond to external critics. • Embed purpose in the organizational DNA: A purpose-driven transformation may start out as the CEO's passion, but it will not survive unless it is embedded in the organizational DNA. That requires several kinds of reinforcement, through communication, resource allocation, goal setting, and recognition and rewards. Conclusion: How important is corporate social responsibility for our future generations? Do you consider this aspect when thinking about different purchasing options? Nooyi, I. K. & Govindarajan, V. (2020). Becoming a Better Corporate Citizen. Harvard Business Review, 98(2), 94-103. *Slovenian Research Agency, Program P5-0364 – The Impact of Corporate Governance, Organizational Learning, University of Ljubljana, School of Economics and Business, Slovenia.
Episode 28 : Planet Aphrodite with Meenal and Bhivini Mehta This Week Meenal interviews Goddess who appeared like a superwoman, a great mom, a great wife, a great boss, a wonderful daughter in law, all in one. Somewhere down the line she faced burnt out. How a simple 5 minutes video changed her life how she perceived things and how she can make peace with it. https://ibsforyou.com/ - Webiste of Bhawini Mehta #SelfLove #PAWM #Harmony Do tune into Planet Aphrodite with Meenal on 21 August , 2020 at 6 PM IST This episode is so much full of light, energy and positivity , please like ,share , subscribe and comment Don't forget to like and subscribe and comment on tag #PAWM #IloveMe28 #SelfLove As usual, Planet Aphrodite brings out the story of strong beautiful women who with the power of self love created miracles in their lives and others. If you want to contribute or join the group. Subscribe the https://www.facebook.com/PlanetAphroditewithMeenal/ See you on the other side. --- Send in a voice message: https://anchor.fm/planetaphrodite/message
Indira nooyi , the former CEO of PepsiCo recommends 2 books to read during this lockdown period, Spotify podcast – https://spoti.fi/37ZFEj8 Instagram - https://www.instagram.com/booksintamil/ Video courses - https://www.udemy.com/user/ashok-kumar-k-r/ --- Support this podcast: https://anchor.fm/booksintamil/support
Leadership has two faces -- there's the glamorous side that happens in the spotlight, and the less obvious work that goes on behind the scenes. Both are crucial, but leadership literature has increasingly stressed the public face at the expense of the more technocratic one. To borrow terminology from seminal organisational theorist James March, it focuses on the poetry of leadership and often neglects the plumbing. Charles Galunic, INSEAD Professor of Organisational Behaviour, sheds light on the more obscure face of leadership in his new book Backstage Leadership: The Invisible Work of Highly Effective Leaders. He encourages leaders to concentrate on five core processes: scanning and sensemaking, building and locking in commitment, handling contradictions, harnessing culture, and developing talent and capabilities. Though his book was written before Covid-19, he also speaks about the heightened relevance of backstage leadership in light of the pandemic and the resulting economic crisis.
The shift is quite distinctive moving from a 'purely sales focussed product selling' to 'solution selling' to 'customer needs focussed insight selling' the metamorphosis has been characteristic. Today's buyers are well-informed, has a cursory idea about differentiators in the market and is sagacity to make prudent buying decisions. The seller’s subjection is not merely to anticipate and match the client’s needs but to invent a whole new category of products/service that will increase the buyer’s regard. We know that acquiring a new customer is 4x the cost than upselling to a current customer. It is estimated that 33% of organizations are unsuccessful at tracking customer journeys. Research by Salesforce who predicted that by the end of 2020, 57% of B2B customers will switch brands if a supplier company fails to actively anticipate the needs. It’s not just going out and understand what it the problem and selling your solution but anticipate the changes the industry is going through so you are providing insight, even that the business may become obsolete. Many organisations have realised the importance of synergy and collaborative work between the various teams and department including the CEO whether marketing, research, sales to ensure that everyone works towards the same goal of acquisition and retention of customers. Personalising your pitch based to customer needs is one of the top sales objectives as cited by 37% of respondents in a Salesforce research. It is still a long way off you have organisations that are product selling and others that are solution selling but is it processing in the right direction and moving to insight selling. It is important to understand where the clients' organisation is and where they want to take the organisation by research what is happening in their industry. Doing the study and going out as a consultant demonstrating that the solution will grow their revenue by X%. To preserve the client’s best interest and helps build the relationships taking their marketing need over yours. You may have a valid business reason to sell but continue with the spirit of giving. The idea is not a monastic existence, Seema said. One must remain prudent in order to survive the marketplace but the way it is being done must invoke the client’s appreciation. When it is demonstrated through the interactions it is the client who is benefitting from the association, trust blossoms. The seller must have the best interests of the client in his/her heart and refrain from a product/services dump. After any sale has been made, if the client never uses the product or just minimally uses it, he will never provide a good reference and the relationship rapidly metastases to junk. Our business in life is not to get ahead of others but to get ahead of ourselves. Business integrity is key. It might sound different from the perception of the sales that people have. Seema has gone through the lifecycle of sales of chorusing quota. What she has found that you have a lot of pressure as you climb the ladder and manage others. This is when she got into mindfulness to manage her reactions and reduce stress. She adds it has helped her manage her reaction to things. If someone acts irrationally, you are not affected by it, they have a whole lot of condition that leads them to act in that manner. They are still irrational, but how you react to this is completely dependent on you. Seema has learnt to move away from multitasking and to focus on the thing in front of her. Mindfulness as a sales leader has helped Seema to manage multiple pressure points and gave her clarity, in managing internal and external stakeholders. And understanding that behaviours and the reactions of others are not personal, so it helps you to not react in the moment. What you give tasks to others you know how to pre-plan rather than frantically working on deadlines. There is a lot of scope for inclusion. Media as an industry is more inclusive in terms of employing salespersons with diverse backgrounds. I recently came across a study that the percentage of women in sales has only increased by 3% in the last decade, from 36% to 39% and this decreases with senior roles. Women only hold 19% of leadership roles in sales. This is just with reference to gender bias. You can estimate that the other diversity factors would even rank lower. In her initial years, Seema did face a bit of bias due to my ethnic background, however, once you have proven your mettle, then your ethnicity or diverse background becomes an added value as you bring a different perspective to the mix. Artificial Intelligence and Machine Learning have arrived for Sales and companies that embrace it will grow in the current environment. Some of the areas where AI helps sales are in lead prioritisation, sales forecasting, predictive lead scoring and improving customer retention; these areas help free up salesperson’s time to have better face time with the customer. AI enables sales reps to effectively understand and keep tabs on customer experiences and journeys. Single Stitch Pitch, an Headstride appreceptive programme. It is the workshop that enables the salesperson to pitch ideas which mitigate the customer's needs. Salesperson meets the client, or venture capitalist the representation pitches but it has not anchored well enough as a compelling pitch to move the client to the next level of buying. Single Stitch Pitch is a metaphor that aims to emphasise the significance of the very first pitch with the client that must have enough firepower to potentially seal his immediate wound and invigorate his interest in your firm. There is no point flogging to exhaustion in subsequent meetings. The theme of this workshop looks at how does one engender the single stitch pitch. Her hero Jim Rohn. His maxim, ‘Learn to work harder on yourself than you do on your job. If you work hard on your job you can make a living, but if you work hard on yourself, you'll make a fortune’, so dynamically altered my perspective on things. My shero, is Indra Nooyi, the former CEO of Pepsico. A fantastic leader and a key person of influence. Nooyi was very honest about balancing her role as a Woman, Mother and Worker and Wife. had been so admirably honest about how challenging it was trying to be the perfect mother, wife and worker at the same time. To overcome this dilemma, I loved her suggestion, ‘Understanding this conflict is the first step to finding solutions'. Seema Menon has over 19 years of diverse experience in the Television and Radio industry predominantly in Advertising Sales. Her previous role as Region Head of Sales for Sony Pictures Network entailed leading teams with the responsibility of revenue generation from Europe and Africa for the 4 television channels. She has recently embarked upon her entrepreneurial venture and been conducting various Apperceptive programmes with Headstride Ltd. https://www.linkedin.com/in/seema1menon seema.menon@headstride.com
Among all of what is remarkable about Andreas Schulmeyer’s finance career, the timing with which he enters and exits different career chapters is most worthy of some added attention. For instance, consider his timing at Pepsico, where in the late 1990s he arrived inside Pepsi’s corporate strategy group—the beverage behemoth’s performance-minded brain trust headed by none other than Pepsi up-and-comer Indra Nooyi. It’s just this type of timing that makes you doubt that Schulmeyer ever has had to cross-examine himself by deploying a few “If onlys … .” To prove our point, we thought that we might speculate on what such a self-inquiry by Schulmeyer might sound like, so here goes: “If only … I had been part of Nooyi’s group when it helped to hatch Pepsi’s historic acquisition of Quaker Oats.” But wait: I was part of that very group. “Well, if only … I had agreed to join Pepsi China Beverages as CFO when Hong Kong’s sovereignty was transferred to the People’s Republic of China.” But wait: I was CFO of Pepsi China Beverages when Hong Kong was handed over to China. “Well, then, if only … I had agreed to join Walmart’s e-commerce business as CFO, today I would be a seasoned C-level e-commerce executive with a wealth of experience.” But wait: I was CFO of Walmart’s e-commerce business. Finally, one “if only” of our own. “If only we told you how truly remarkable Schulmeyer’s career has been.” But wait: We just did. – Jack Sweeney Subscribe to CFO THOUGHT LEADER
All this quarter, I'm talking about various aspects of leadership. Today, I want to talk about Speaking with Leadership Authority. An important piece of your leadership strength is in the presence you have when communicating, either one-on-one or to a group. Here are five top tips according to Inc.com: 1. Replace "Um" With Stronger Filler Words In the moment, it's hard not to say "uh, um," while you try to gather your thoughts. Great speakers rarely use the distracting sound. But if you listen close, it's not that they avoid pauses all together. They instead replace "uh” and “um" with stronger filler words. When you need to gather your thoughts, use words such as "Now; You See; However," etc. The sentence, "Um…I was thinking..." suddenly sounds much more definitive and powerful when slightly adjusted to "You see, I was thinking...". It sounds intentional, and intention instills confidence. 2. Know the Power Of Silence The best speakers know the power of silence. They are unafraid of letting the room wait for a moment. These speakers can sit calmly for a breath or two in total silence and feel comfortable--and actually use it to their advantage. Unintentional silence can be seen as a mistake, or a sign of uncertainty. Intentional silence, however, is seen as dramatic and even more important. Instead of seeing moments of silence as issues for concern, turn them to work for you by making your next statement that much more poignant. Use silence to lean into your points and your audience will hear you much more clearly. 3. Do Not Make Things Complicated The quickest way to know whether or not someone knows what they're talking about is to pay attention to how many industry-specific words they use. If their vocabulary is a fashion show of insider adjectives, chances are they are speaking more from a place of theory and less from a place of experience. Great speakers and people who carry themselves well know how to get to the point. They don't dance around it. They don't throw around handfuls of buzzwords. They say what needs to be said and leave it at that. If you use language that leaves your audience confused, you aren't impressing them. You are frustrating them. Keep it simple. 4. Don't Curse Unless you've built a reputation or a persona around your "edgy" delivery, it's best to leave the sailor's mouth at home. When it comes to leading a room, it is in your best interest to keep the energy and the flow as positive as possible. Unless you know your audience very well, you never know where a misplaced word could lead. Don't add in an extra variable that doesn't need to be there. This doesn't mean you have to keep your language G rated. Say what you need to say, in the way it needs to be said. 5. Tell A Story I have watched so many rooms turn the corner after a well-told story. Stories are how we relate to each other. Stories are what ignite our imagination and turn a thought into a feeling, an idea into reality. Whether you are explaining a data point, or hinting at the outcomes of a campaign, be descriptive. Use sensory words--touch, taste, smell, a feeling, a sound. Bring what you are talking about to life and let the people in the room be part of it. Forbes Magazine adds the following advice: Get to the point. Your competition is the attention span. Rambling, unfocused speeches will earn you few supporters. A powerful presentation stays on message, is made up of short sentences and few asides, and gets to the point quickly. Slow down and breathe. When PepsiCo chief Indra Nooyi first travelled from India to the U.S. to attend the Yale School of Management, she spoke so fast that she barely paused to breathe. Nooyi had to learn a slower, more effective pace that leant more authority to her ideas. Broadcasters usually speak at a pace of 150 words per minute, which is conversational yet metered. Utilize your vocal tools. The worst thing you could do is drone on using a flat monotone with no variance in pitch or pace. The voice is one of the most underused tools and can be manipulated to project power and incite interest. Optimize it by using a mid-range pitch, inflection to offer emphasis and variety, a volume that attracts attention but is not overly loud, pauses after important sentiments and clear pronunciation so that words are not lost. Inject humor and warmth. Female leaders like IMF chief Christine Lagarde and Facebook COO Sheryl Sandberg are excellent examples of women who are articulate and well-spoken but also utilize humor to connect with the audience. They project an ease and optimism that invites in listeners and establishes credibility. There are also non-verbal components to communicating like a leader. According to Forbes: Stand like a champion. Giving presentations and making speeches is very physical. When on stage or standing before a group of people, use the champion stance: position one foot in front of the other, place your weight on the back foot, hold your head up, drop your shoulders back, lean your torso slightly forward and smile. I would add to place your hands in the power pose – in front of you, in a pyramid, facing the audience. Avoid the “I have to go potty” stance with your hands in front of your crotch; hands behind your back can negatively impact they way your outfit hangs. Sit with your elbows on the table. When sitting down, get your elbows on the table. Don't put just your hands on the table; it looks too lady-like. Instead, sit up straight, lean forward and place your forearms on the table-top. Whether in person or on camera, maintain eye contact with fellow speakers or the camera lens. To visit my website: www.exclusivecareercoaching.com Follow My YouTube channel (Lesa Edwards); it's chocked full of value career management content is easily digestible bites. Want to speak with an expert about your career/job search goals? Need help figuring out what's holding you back from achieving your dream career? Let's talk. Here's the link to schedule a 30-minute consult call with me: www.timetrade.com/book/D6KLN. Hope to see you soon!
Indra Nooyi, the CEO of PepsiCo, announced this week that she is stepping down after leading that company for 12 years. With her departure, that leaves 24 female CEOs at companies in the S&P 500 index, less than five percent. Earlier this year, during an interview with the podcast Freakonomics, Nooyi spoke about the challenges of getting and keeping women in top positions. "How are you going to attract women to the workforce, where we need them, but allow them to balance having a family…and still allow them to contribute productively to the workforce?" she said. "I don’t have an answer to that. It’s got to be a concerted effort on the part of governments, societies, families, companies — all of us coming together." Yet despite efforts to promote women to leadership roles in companies, the number of female CEO’s declined compared to last year, and for women of color, the situation is worse. According to statistics from Catalyst, a nonprofit research and consulting firm, women of color account for about four percent of senior level officers and managers at S&P 500 companies, while white women make up about 21 percent. This week on Money Talking, host Charlie Herman examines why so few women are leading companies with Sheelah Kolhatkar, staff writer for The New Yorker who wrote about Nooyi and the vanishing female CEO.
Indra Nooyi is to step down from PepsiCo after a 12-year tenure at the head of one of the world’s biggest consumer goods companies. Tom Braithwaite talks to our consumer industries editor Scheherezade Daneshkhu about Ms Nooyi’s legacy and about why there has been so much change at the top of the big food and beverage groups recently. See acast.com/privacy for privacy and opt-out information.
Scott Soshnick, Eben Novy-Williams and Michael Barr discuss a number of topics related to the business of sports, including the Boston Red Sox sweep of the New York Yankees and the possible ramifications to YES Network's ratings later in the season. Also discussed is the upcoming retirement of PepsiCo Inc. Chief Executive Officer Indra Nooyi, who oversaw one of the dominant global sports sponsors. Nooyi, 62, will step down in October and remain chairman until early 2019.
The Ethisphere Institute recently had the opportunity to interview PepsiCo Chairman and Chief Executive Officer Indra Nooyi. Recorded at PepsiCo’s world headquarters in Purchase, New York, Mrs. Nooyi discussed her role as a CEO and how PepsiCo drives business results in a way that is responsive to the needs of the world around us while upholding a high standard of corporate integrity. In this exclusive podcast, Ethisphere CEO Tim Erblich chats with both Mrs. Nooyi and PepsiCo’s Executive Vice President, Government Affairs, General Counsel and Corporate Secretary, David Yawman, about the company’s journey to continuously improve and operate as a world class organization in supporting its communities and customers all over the world.
This is part two of our dynamic oGoInsider Leadership Podcast with special guest Indra Nooyi, Chairman and Chief Executive Officer of Pepsico. In its global food and beverage portfolio, PepsiCo has 22 brands that generate more than $1 billion each in annual retail sales. PepsiCo's main businesses include Quaker, Tropicana, Gatorade, Frito-Lay and Pepsi-Cola. With more than $63 billion in annual net revenue, PepsiCo makes hundreds of enjoyable foods and beverages that are loved throughout the world. Mrs. Nooyi is the chief architect of Performance with Purpose, PepsiCo’s promise to do what’s right for the business by doing what’s right for people and the planet. It’s the company’s commitment to sustained growth with a focus on Performance, Human, Environmental and Talent Sustainability. This is part two of our two-part series. Connect with David on Twitter: twitter.com/DavidNovakOGO See more Podcasts: davidnovakleadership.com/leadership-podcast/ Take our Free Recognition Survey: davidnovakleadership.com/survey
We are excited to share this two-part oGoLead Leadership Podcast with special guest Indra Nooyi, Chairman and Chief Executive Officer of Pepsico. In its global food and beverage portfolio, PepsiCo has 22 brands that generate more than $1 billion each in annual retail sales. PepsiCo's main businesses include Quaker, Tropicana, Gatorade, Frito-Lay and Pepsi-Cola. With more than $63 billion in annual net revenue, PepsiCo makes hundreds of enjoyable foods and beverages that are loved throughout the world. Mrs. Nooyi is the chief architect of Performance with Purpose, PepsiCo’s promise to do what’s right for the business by doing what’s right for people and the planet. It’s the company’s commitment to sustained growth with a focus on Performance, Human, Environmental and Talent Sustainability. This is part one of our two-part series. Connect with David on Twitter: twitter.com/DavidNovakOGO See more Podcasts: davidnovakleadership.com/leadership-podcast/ Take our Free Recognition Survey: davidnovakleadership.com/survey
Lucy Kellaway says the idea that employees are part of one big, corporate family is delusional See acast.com/privacy for privacy and opt-out information.
© 2020-2025 Ivy Podcast Discovery LLC
