When I Became Ceo Of Xerox 10

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.

I'm Not Formal And I'm Impatient. So I Think My Team Would Say That When She Starts Tapping Her Pen And The Leg Starts Moving Quickly, That It's Time To Move On. I'm Not Good At Long, Drawn-out Kinds Of Sessions.

Employees Who Believe That Management Is Concerned About Them As A Whole Person - Not Just An Employee - Are More Productive, More Satisfied, More Fulfilled. Satisfied Employees Mean Satisfied Customers, Which Leads To Profitability.

We're Living In A Different World Now In Terms Of Employee Needs, And Companies Have To Offer Alternative Methods For Getting The Work Done. Even Under The Most Difficult Circumstances You Can Have Creative Flexibility.

By The Time I Stepped Down As Xerox's Ceo In 2009 - And As Chairman In January 2010 - Xerox Had Become The Vibrant, Profitable And Revitalized Company That It Still Is Today. What Made The Difference Was A Strong Turnaround Plan, Dedicated People And A Firm Commitment From Company Leaders.