Douglas Conant
Douglas Conant
Douglas Conant is an American businessman who served as President and CEO of the Campbell Soup Company until July 31, 2011. Longtime protégé Denise Morrison, who worked for him at Nabisco as well as Campbell's, succeeded him as CEO...
NationalityAmerican
ProfessionBusinessman
CountryUnited States of America
people leader reputation
Ultimately as a leader, you're evaluated on how you interact with people. If you do it well, you develop a reputation as effective leader. If you don't, you develop a reputation for being a highly ineffective leader.
giving leader crafts
Leadership does take work. And it should. If you aspire to be a leader, you ought to treat leadership as a craft, you ought to become a student of it, and you ought to work at it. And if you're not willing to work at it, well, you get what you give.
mother sweet memorable
My most memorable meal is every Thanksgiving. I love the food: the turkey and stuffing; the sweet potatoes and rice, which come from my mother's Southern heritage; the mashed potatoes, which come from my wife's Midwestern roots; the Campbell's green-bean casserole; and of course, pumpkin pie.
healing way conflict
You can't talk your way out of something you behaved your way into. You have to behave your way out of it.
appreciation winning top-management
To win in the marketplace you must first win in the workplace.
integrity mean matter
Integrity means having the courage to do what is right, and what is aligned with your values, no matter the situation.
ceos dealing lose people sight sucked tasks work
As a CEO, you get sucked into dealing with all the tasks of being a CEO. There's a big meeting, a big discussion, and you get into all the big issues, which is your job. But what CEOs often lose sight of is that it's all about the people who work for you. For every 1,000 decisions, 999 were being made when I was not in the room.
best cannot code declare people
Often leaders have the best intentions, but people cannot read their minds. That's why it's important to declare yourself: Tell people why you choose to lead and the code you live by.
deal easier heads keeping met mind nearly telling
I've met so many leaders who realize that telling your colleagues something that is on your mind is so much easier than keeping it in. Sometimes the things we make up in our heads are not nearly as big a deal as we think.
completing concerned exactly people supposed work
It would be counterproductive to tell people exactly what they are supposed to do and exactly how they are supposed to do it to a point where they become more concerned about your expectations than about completing their work in a quality way.
advantage companies hundred smell takes time wounded
If you're a wounded company, the other companies that have been around for a hundred years will smell it, and they will take advantage of you in a heartbeat. It takes a long time to get back in fighting form.
incredibly pants people seat
You have to be a well-rounded leader. You can't fly by the seat of your pants anymore. You have to be incredibly tough-minded about standards of performance, but you also have to be incredibly tenderhearted with the people you're working with.
beyond embedded key leaders managers might narrow people surface within
Most people think of leaders as being these outgoing, very visible, and charismatic people, which I find to be a very narrow perception. The key challenge for managers today is to get beyond the surface of your colleagues. You might just find that you have introverts embedded within your organization who are natural-born leaders.
opportunity people tremendous whom work
You have the opportunity to make a tremendous impact on the lives of the people with whom you work and live. Make the most of it.