People ask my mother whether she had any idea that I'd be CEO of a company some day, and she would say, 'Absolutely not. Totally out of the realm of possibility.' There was certainly nothing that would have been very predictable in my upbringing. Anne M. Mulcahy absolutelyceocompany share on social
Turnaround or growth, it's getting your people focused on the goal that is still the job of leadership. Anne M. Mulcahy focusgoalgrowth Change image and share on social
I'm at the gym at 6, so I'm usually in my office by 7:15. And I try to not schedule a lot of meetings before 8. So I've got that first hour to get myself organized for the day and to make sure that I've structured what I want to do. Anne M. Mulcahy daygymhave share on social
My dad was an editor and a writer, and that's actually what I aspired to be. Anne M. Mulcahy aspiredadeditor Change image and share on social
I left Xerox for the non-profit sector because it was clear to me that only public/private partnerships can pull off a turnaround plan at the scale we need to tackle global poverty. Anne M. Mulcahy cleargloballeave Change image and share on social
If you're a global company you are going to have jobs overseas. The reality is if we start taxing those jobs at a rate that makes them noncompetitive in those markets, the reality is that we're going to lose business. Anne M. Mulcahy businesscompanyglobal share on social
Educated and productive young people are needed to help lift their countries out of poverty and create a wealthier, more secure world. Anne M. Mulcahy countrycreateeducate Change image and share on social
I have zero tolerance for people who don't come completely prepared. I expect contribution, I expect attendance, and I expect directors to take trips and visit the company's programs. Anne M. Mulcahy attendancecompanycompletely Change image and share on social
Investing in early childhood nutrition is a surefire strategy. The returns are incredibly high. Anne M. Mulcahy childhoodearlyhigh Change image and share on social
We're long past having to defend or explain why women should be on boards, given all the data that shows how companies with female as well as male directors perform better. It's unfortunate when companies with a large percentage of women constituents don't reflect that in their boardrooms. Anne M. Mulcahy boardboardroomcompany share on social