Mulcahy left Citigroup's board earlier this year. One is a customer-based approach: making sure we know about what their pain points or problems are. Xerox is a household name, and many people have a hard time listing other big players in the copier business. When the media had almost written it off as a dead company, Mulcahy brought back in track within a short span. Protecting research and development allowed Xerox to roll out a wealth of new offerings as its financial health improved. I put myself on the regime of understanding the impact and effect of my actions on my health: what I eat and how much I sleep. On Tuesday morning, Mulcahy talked about leadership at the annual breakfast Tuesday.
Looking back on the long process of choosing and grooming her successor, she acknowledges the wisdom of having started that conversation a lot earlier than might have felt comfortable. It was really our vision of what we wanted the company to become. It tells us how much of a leadership position you can take in a company. Then you let them go. She became chief staff officer in 1997, corporate senior vice president in 1998, and president and chief operating officer in 2000. Valuing People Even when Anne had to cut jobs and sell divisions to get the company on track, she still strove to. Integrity was shown from the start, she was always honest, sincere, and genuine, which also in turn helped her to become respected by the company as a whole.
As to work-life balance, that's up to each person to create, define and discipline. Customers said Xerox had lost its responsiveness. Make goals clear — Communicate regularly with employees letting them know the goals of the company. Xerox had been facing securities litigation since 2000, and I wanted to settle that case before Ursula took over so that she could start with a clean slate. In hard times, loyalty can be the most valuable quality of a leader.
She is able to be strong willed and eliminate departments that are not performing well, even though she had an integral role in creating that specific department. Mulcahy did not exude any of these above-mentioned characteristics besides the fact that she was very strong willed. She also believed that her fellow employees should occasionally depend on their instincts with management skills instead of plain data and process because sometimes the numbers could be a hindrance to decision making. What are the important metrics that you look to achieve? You can also do market share measures. So I wanted Ursula to be as well prepared as she could. She took the initiative and set the visions so high up that no one believed that the corporation was able to achieve them.
It was true: We brought out only a handful of products in that decade. Mulcahy is recognized for her transformative leadership at Xerox Corporation and for mentoring her replacement, Ursula Burns, the first African-American woman to lead a Fortune 500 company. Then the people look up and say, now what? In fact, Broad talked about working hard at becoming a leader to earn the respect and loyalty of others. He told her a management change was likely Rick resigned in May 2000 and asked if that would give her the confidence to stay at Xerox. Phillis Wheatley was the first African-American poet to publish a book despite her enslavement, and wrote poetry about the injustices of racism and slavery that challenged the views of many high standing individuals.
She challenged points of view. The event is free and open to the public. It has been pretty ugly. I discovered how few people were really being told where they stood in their performance, and then helped to get better. And as a leader you have to want to have that capability and orientation, and do whatever you can to learn it. Once again, the ideas sounded good in theory, but were poorly executed.
When we were in the bunker, the purpose, which was amazingly powerful, was for Xerox to survive—and to survive in such a way that, when we got through this bad time, we had something to build on so we could thrive in the future. In the Fortune article, she said nothing spooked her more than waking up in the middle of the night and thinking about what would happen to the nearly 100,000 employees and retirees if the company went south. Center for Work Life of Orlando, Florida is an award-winning executive development firm providing leadership and management training to executives and organizations. Board Chair of Save the Children from March 2010 to February 2017, and was reappointed as a Board member in February 2018. Burns: There are two tenets that we focus on more than any others: the customer and innovation.
But Ursula made that her mission, and by 2005 we were introducing 30 or 40 new products a year. She had made it clear about the acute crisis and had successfully prompted 98 out of 100 executives to stay. Then, after you listen and learn, you lead by creating alignment with purpose and passion to pursue it. Mulcahy increased employees desire in the goal attainment with a supportive leadership style. The speculation was fed by reports of Mulcahy dining with White House advisor Valerie Jarrett last week.