Alternately, she prioritized in attempts to allay worries and fears. Journal of Organizational Behavior, 35, 5-21. In addition to serving on the Xerox board, she has been a member of the boards of directors of Catalyst, Inc. When a student in the audience asked Mulcahy what keeps her up at night these days, her response reflected both her honesty and her resolve. I also had to model that kind of behavior myself. But board events also include dinners and lunches, and I would seat her next to the members she needed to get to know.
She utilized assistance from the entire leadership team to pursue the necessary changes in order to make Xerox a resilient company. Xerox had stopped listening to its customers, and Mulcahy's background in sales undoubtedly gave her a perspective that saved the life of the technology giant. You can use the following strategy to organize the findings and suggestions. Burnison: When Liu Chuanzhi established the computer company that later became Lenovo, he started off with only 11 people. UrWork is a pioneer in this industry, with its business model of flexible workspaces that let companies adapt nimbly to market conditions.
And Mulcahy has shown that, despite her misgivings, she can deliver results in a hurry. The struggles men and women face when they have to choose between having a successful career or being involved in their families has created more than just an average conversation on this topic. These conversations were later compiled in the book,. Her strategy of relentless cost-cutting, organizational focus, and boosted innovation is now a well-known story. During the mid-1990s I was chief of staff, one level above Ursula.
Despite her advisors telling her to declare bankruptcy, she was not willing to fail the company and all of the people who had worked so hard for the company. Notes to Editors -- Photo: Anne M. Business positions Preceded by President of May 11, 2000—2001 Vacant. Her chance came over dinner. It was brought up in the Fortune rticle that many times the board asked her to file bankruptcy, but she stood up for her beliefs and never once thought about doing that to her company.
When employees asked her to describe what Xerox would look like when it emerged from the turnaround, Mulcahy initially was incredulous. 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. We talked honestly about how to provide the best transition experience for Ursula while being sensitive to the fact that it was hard for me to step back and give up power. I want to do everything I can to make sure that we don't lose that now that we're back on track. The first was: What if something unexpected happens tomorrow, and we need someone really experienced who can step in immediately? She showed her competitiveness by taking risks in a company that tried to stay in the Stone Age and do things Just because that is the way they have always been done. You need to make sure that people are being cultivated and given opportunities to expand. It was an opportunity to earn respect as a peer.
She received a in English and Journalism from in. Anne Mulcahy: Just keep fighting. She was ultimately able to save Xerox by developing a more innovative business model. Her own strength is in operations, she said, and she finds others to shore up her weaknesses in strategic thinking. And, when soldiers know that the leader cares for them, they will literally put their lives on the line. Authentic leadership has been found to positively relate to the leader-member exchange, and consequently elevates followers' performance Wang, et. Reinvention Shifting from expensive consumer printers, Anne took a gamble and focused on the new technology of high end color digital printers and consulting services.
Her coworkers described her as both compassionate and tough. She grew up in the projects, raised by a single mother who ironed and did chores to support her kids. She allowed them to share the worry and joy together which, I believe, created a sense of mutual respect and responsibility. You should make a list of factors that have significant impact on the organization and factors that drive growth in the industry. Added to all this is the weakening economy. Mulcahy had concluded that the core element to it was, communication.
Spend time listening — Listen to what your customers and employees have to say. It neglected to change its cost model, maintaining its strategy despite obvious signs from customers that it no longer worked. At first, I thought she was an abstract writer that wrote just to write. Monster: Whose stories exemplified that most? With the assistance of her team, Mulcahy was able to strive for and achieve her goals, which ultimately helped save the company. In the culture where the employees had mutual goals to strive for, it gave them a sense of direction as to where they were heading. In hard times, loyalty can be the most valuable quality of a leader. She ran a product-development team.
We make the greatest data maps. We made sure she had a chance to engage with them at other social events, too, and she did very well. Inspire your people — Inspire them to do more. We sliced and diced the business into industries, product lines and geographies, you name it. There may be times when a company finds itself with two equally strong candidates who are in a horse race for the job.
Ursula fit the second scenario—she needed more time to develop. You have to give the candidates developmental responsibilities and visibility with the board. It just shuts people down. Helpfulness may be one of her biggest assets, his is what brought the company together and made it successful again. This upbringing taught her not only to handle criticism but to listen to it as well—an ability that has helped her to make difficult decisions. She not only stood by all of these characteristics throughout the rebirth of Xerox, but she exemplified them.