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. His observation was that, as an entrepreneur, his leadership developed over time. When a leader is empathetic to the team -- realizing what their fears and concerns, joys and aspirations are -- a connection is forged that encourages followership and fosters more open communication. The Wharton School, University of Pennsylvania, 04 July, 2001. One of her top priorities, she says, is to push the company more aggressively into the color copier and printing business, and to integrate its equipment into the Internet.
Customer focus — Maintain continued focus on the customer. You have to recommend business unit level recommendations. She planned to expand into consulting services by helping companies better manage their document flows and by setting up computer networks. The hiring manager who initially refused to promote Mulcahy to the position refused to give her credit for the turnaround and, when he began a rival business, he took all of his Sales Managers with him except for Mulcahy. Without it, Xerox was headed for bankruptcy.
In the end, you succeed in this kind of role if you do it as a line job, not a staff assignment. And, when soldiers know that the leader cares for them, they will literally put their lives on the line. Her authentic approach to leadership is laudable and undeniably contributed to her own success and the accomplishments that Xerox experienced under her tenure. Thoman was forced to resign from Xerox in May 2000 Bloomberg, 2000. Burnison: Great leaders care about their teams.
Mulcahy was eventually promoted to the Sales Manager position in Maine. To spur this process, Xerox encourages managers to constantly assess their own performance and to receive feedback from associates, both above them and below. It has argumentation, facts, personal opinions… Phillis Wheatley, Anne Bradstreet, and Anne Hutchinson where three women that challenge the beliefs set forth by male colonists, and discrimination regarding both race and gender. Inspire your people — Inspire them to do more. English and Journalism Alma mater Employer Home town , U. She was the only daughter in her family and attended Catholic school as a child.
At dinner that night in 2007, we debated various scenarios for splitting responsibility. Learn how others faced challenges and made a difference. You can use the following strategy to organize the findings and suggestions. And then I was in the right place at the right time. By focusing on impact as opposed to process, Mulcahy developed relationships and the technical knowledge necessary for success. Mulcahy was chairperson and of beginning in 2001 and 2002. After reading the Anne Mulcahy case, I went through and found what I believe to be her top ten list of values, traits, and characteristics.
Mulcahy, Xerox chairman and chief executive officer, in her keynote address last week at LifeCare R Inc. Something else Ursula needed to develop was an ability to engage her team. In the conversations I had with the other candidates during this time, I tried to be realistic about their status. Anne took on her at Xerox at a turbulent time for the company, but she was determined to make the best of it. It quickly became apparent that we needed people to want to learn. When you are working in the environment and culture where everyone had mutual distinct goals, naturally the corporation could process quickly. I focused on impact—solving problems with people around the world about getting every right person in the right job, defined and evaluated the right way.
It was really our vision of what we wanted the company to become. Her coworkers described her as both compassionate and tough. Everybody in the field knew it was stupid, but nobody said anything. Take a small break, grab a cup of coffee or whatever you like, go for a walk or just shoot some hoops. She earned her degree in English and Journalism in 1974.
Monster: What recommendations do you have for readers who want to improve their leadership skills? You can use this history to draw a growth path and illustrate vision, mission and strategic objectives of the organization. Approach to… The United States faces a leadership crisis as the confidence and trust in leaders has fallen to an all-time low. Mulcahy even ditched an ink-jet printer division that she had started. Xerox, she added, has never been especially good at managing its cash and putting it to the best use — a pattern she is trying to change. In this position, Mulcahy was responsible for managing the South and Central American, European, Asian, African, and Chinese markets. I wanted to move little by little, to make it almost a no-brainer when the time came. Customers were unhappy and the economy had started to falter.
Lastly, one of the qualities that she illustrated was the need for personal evelopment. It has long been known as an innovator, and it remains committed to research and development. Profits are increasing, and Xerox is throwing off a healthy amount of cash. She became chief staff officer in 1997 and corporate senior vice president in 1998. In the end, you succeed in this kind of role if you do it as a line job, not a staff assignment. The Fortune article showed that Mulcahy was willing to work shoulder to shoulder with all of her subordinates, this in turn gave her an unusual credibility and an ability to stimulate her team.
She also overhauled our product-development process. With nearly 20 years of experience in delivering highly personalized counseling, education and referral services, LifeCare helps employees manage the day-to-day challenges of their lives. She was straightforward, hardworking, and disciplined, and she was fiercely loyal to Xerox—the company, the brand, and the people. Mulcahy exemplifies a leader that never wanted to stop learning. She was ultimately able to save Xerox by developing a more innovative business model. Are there lessons for leaders today—and tomorrow—about the value of taking a job in the people function, en route to running a global corporation? The art of listening — Actively listen to employees, customers, and shareholders to help pinpoint specific hidden weaknesses within the organization. Employees who believe that management is concerned about them as a whole person--not just an employee--are more productive, more satisfied, more fulfilled.