A Quote by Anne M. Mulcahy

What do you really believe makes a difference in the company? For me it's really clear. It's about customers and employees. Everything else follows. If you take care of your customers and you have motivated employees, everything else follows.
Your employees come first. And if you treat your employees right, guess what? Your customers come back, and that makes your shareholders happy. Start with employees and the rest follows from that.
If your employees are disengaged, and they don't take care of your customers, it doesn't matter how good your strategy is - your customers will still go somewhere else.
As a leader, you absolutely must expend your energy engaging your frontline employees so that they will take care of customers, who will tell stories about how great your company is to other people, who will become new customers.
Who are businesses really responsible to? Their customers? Shareholders? Employees? We would argue that it’s none of the above. Fundamentally, businesses are responsible to their resource base. Without a healthy environment there are no shareholders, no employees, no customers and no business.
Take good care of your employees, and they'll take good care of your customers, and the customers will come back.
We expect our employees to care about the community, the company, their teammates, customers, and themselves.
Creating a strong company culture isn't just good business. It's the right thing to do, and it makes your company better for all stakeholders - employees, management, and customers.
You must fire bad customers just as you would fire a bad employee. If you do not get rid of your bad employees, the good employees will leave. If I do not fire bad customers, not only will my good customers leave but many of my good employees will leave as well.
Ask yourself: would you be comfortable printing everything your employees, customers & partners have to say about your culture?
Let your customers be your partners; let your vendors be your employees. What's necessary in this transformation more than anything else is courage and a willingness to change.
Happy employees build great products, and they take care of customers.
Your number one customers are your people. Look after employees first and then customers last.
Often people say they can't base their strategies on customers because customers make unreasonable requests and because customers vary too much. Such opinions reveal serious misconceptions. The truly outside-in company definitely does not try to serve all the needs of its customers. Instead, its managers are clear about what their organization can and should do for customers, and whatever they do they do well. They focus.
When a company gets bigger, when it begins to bring on employees, it naturally goes through this tendency of wanting to control, of wanting to build process - essentially to say not every one of our customers or employees has great judgment.
I believe a balanced life is essential, and I try to make sure that all of our employees know that and live that way. It's crucial to me as a manager that I help ensure that our employees are as successful as our customers and partners.
My priority is cricket. Everything that I get apart from it is a result of the effort on the field. Everything else follows. I am pretty aware of my priorities, and I don't really focus on things that are not as important to me as cricket.
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