How do leaders navigate conversations about the challenges parents, and especially women, face in the workplace? The first step is to simply have the conversation and get the shared perspectives of men and women. In this special episode from the How Leaders Lead Insight Series, Ashley Novak Butler, the Executive Director of the Lift-a-Life Foundation, interviews her dad, David, and Indra Nooyi about Indra’s new New York Times best-selling book, My Life in Full: Work, Family, and Our Future. Indra shares her story about growing up in India and the support she had to pursue her career while being a devoted mom, and the challenges she faced that she wants to remove for women coming up behind her in business, including problems with HR, childcare, and even cobblestone paths.

Take your learning further. Get proven leadership advice from these (free!) resources:

The How Leaders Lead App: A vast library of 90-second leadership lessons to stay sharp on the go

Daily Insight Emails: One small (but powerful!) leadership principle to focus on each day

Whichever you choose, you can be sure you’ll get the trusted leadership advice you need to advance your career, develop your team, and grow your business.

","WEBVTT\n\n1\n00:00:00.000 --> 00:00:06.900\nWelcome to the How Leaders Lead Insight series and I have to tell you, today we\n\n2\n00:00:06.900 --> 00:00:08.120\nhave a very\n\n3\n00:00:08.120 --> 00:00:10.440\nspecial discussion coming up.\n\n4\n00:00:10.440 --> 00:00:14.320\nIt's a conversation about work-life family balance.\n\n5\n00:00:14.320 --> 00:00:20.700\nNow I got inspired to do this episode after reading my good friend, Indra Nui's\n\n6\n00:00:20.700 --> 00:00:21.300\nbook,\n\n7\n00:00:21.300 --> 00:00:25.120\nentitled \"My Life in Full, Work, Family and Our Future.\"\n\n8\n00:00:25.120 --> 00:00:42.160\nNow everyone knows that Indra is the former chairman and CEO of PepsiCo.\n\n9\n00:00:42.160 --> 00:00:47.040\nAnd Indra and I both worked together before she became chairman and CEO.\n\n10\n00:00:47.040 --> 00:00:50.140\nAnd before I became chairman and CEO of Young Brands, we were both a part of\n\n11\n00:00:50.140 --> 00:00:50.560\nPepsiCo\n\n12\n00:00:50.560 --> 00:00:55.460\nand we loved it and we had a lot of great times together and I admire her very\n\n13\n00:00:55.460 --> 00:00:56.120\nmuch.\n\n14\n00:00:56.120 --> 00:01:01.520\nI saw her firsthand in action and she is absolutely fantastic as a leader.\n\n15\n00:01:01.520 --> 00:01:04.480\nAnd as I thought about it, I thought it would be fun and insightful to hear how\n\n16\n00:01:04.480 --> 00:01:04.920\nwe both\n\n17\n00:01:04.920 --> 00:01:07.560\nthink about work, family and diversity.\n\n18\n00:01:07.560 --> 00:01:12.270\nAnd with Indra, obviously coming up the ranks as an Indian female and me doing\n\n19\n00:01:12.270 --> 00:01:12.880\nthe same\n\n20\n00:01:12.880 --> 00:01:14.760\nas a white male.\n\n21\n00:01:14.760 --> 00:01:19.730\nI've asked my daughter, Ashley, a working mom with three incredible children,\n\n22\n00:01:19.730 --> 00:01:20.480\nif I do say\n\n23\n00:01:20.480 --> 00:01:23.000\nso myself as a proud grandfather.\n\n24\n00:01:23.000 --> 00:01:27.150\nI've asked her to join us and conduct the interview so that we could get a\n\n25\n00:01:27.150 --> 00:01:27.880\ndifferent\n\n26\n00:01:27.880 --> 00:01:32.480\nand I would say current perspective on this important issue.\n\n27\n00:01:32.480 --> 00:01:34.880\nSo let's get started with our conversation.\n\n28\n00:01:34.880 --> 00:01:39.360\nIndra, thanks for joining me and congratulations on your outstanding book.\n\n29\n00:01:39.360 --> 00:01:42.080\nI love the title \"My Life in Full.\"\n\n30\n00:01:42.080 --> 00:01:46.080\nDavid, thank you for having me on this podcast and I have to tell you, I was so\n\n31\n00:01:46.080 --> 00:01:46.920\nexcited about\n\n32\n00:01:46.920 --> 00:01:51.490\ndoing this because Ashley is going to be interviewing me and to me, this is the\n\n33\n00:01:51.490 --> 00:01:52.040\nbest thing that\n\n34\n00:01:52.040 --> 00:01:53.040\ncould have happened.\n\n35\n00:01:53.040 --> 00:01:54.040\nGreat, great.\n\n36\n00:01:54.040 --> 00:01:56.720\nWell, you had the idea, so I'll give you the credit.\n\n37\n00:01:56.720 --> 00:01:58.120\nLet's turn it over to Ashley.\n\n38\n00:01:58.120 --> 00:02:00.280\nWell, thank you, Indra, and thank you, dad.\n\n39\n00:02:00.280 --> 00:02:02.240\nI really appreciate this opportunity.\n\n40\n00:02:02.240 --> 00:02:04.720\nI do feel like my life is very full.\n\n41\n00:02:04.720 --> 00:02:09.490\nI'm so curious to explore this topic and this is going to be fun and Indra, I\n\n42\n00:02:09.490 --> 00:02:10.200\nloved your\n\n43\n00:02:10.200 --> 00:02:11.200\nbook.\n\n44\n00:02:11.200 --> 00:02:14.200\nI couldn't put it down over the last three weeks as I was trying to find\n\n45\n00:02:14.200 --> 00:02:15.160\nmoments to read it\n\n46\n00:02:15.160 --> 00:02:16.960\nand pick up chapters.\n\n47\n00:02:16.960 --> 00:02:20.970\nThe first thing I have to ask you, that cover is absolutely beautiful, that\n\n48\n00:02:20.970 --> 00:02:22.560\npicture of you.\n\n49\n00:02:22.560 --> 00:02:25.720\nWhat are you thinking in that picture?\n\n50\n00:02:25.720 --> 00:02:30.000\nSo that picture of me, I struggled with for a long time.\n\n51\n00:02:30.000 --> 00:02:34.320\nAnnie Lebowitz, the great Annie Lebowitz, shot that picture.\n\n52\n00:02:34.320 --> 00:02:39.140\nAnd it lasted two days, the shoot, 16 hours, and she must have shot about 2,000\n\n53\n00:02:39.140 --> 00:02:39.720\npictures.\n\n54\n00:02:39.720 --> 00:02:43.680\nBut she gave me this picture of what's going to be on the cover.\n\n55\n00:02:43.680 --> 00:02:48.950\nAnd it had a hairstyle for me that I'm really not used to, a little disheveled\n\n56\n00:02:48.950 --> 00:02:49.680\nhair and\n\n57\n00:02:49.680 --> 00:02:53.560\na little bit of wisps on the forehead.\n\n58\n00:02:53.560 --> 00:02:56.960\nAnd I was worried because it looked like I'd forgotten to comb my hair.\n\n59\n00:02:56.960 --> 00:03:00.320\nBut in reality, she was trying to get some movement out of my hair.\n\n60\n00:03:00.320 --> 00:03:03.630\nAnd I showed that picture to my mother who says, \"Well, why didn't you comb\n\n61\n00:03:03.630 --> 00:03:04.400\nyour hair?\"\n\n62\n00:03:04.400 --> 00:03:05.800\nThat was the first reaction.\n\n63\n00:03:05.800 --> 00:03:08.520\nBut you know what is interesting?\n\n64\n00:03:08.520 --> 00:03:13.910\nAnnie has now taught me that having my hair perfectly co-ophed that looked like\n\n65\n00:03:13.910 --> 00:03:14.160\na wig\n\n66\n00:03:14.160 --> 00:03:15.800\nis not the greatest look.\n\n67\n00:03:15.800 --> 00:03:19.220\nYou have to create a little bit of movement in the hair in order to give\n\n68\n00:03:19.220 --> 00:03:20.080\nyourself a more\n\n69\n00:03:20.080 --> 00:03:21.760\nsort of trendy look.\n\n70\n00:03:21.760 --> 00:03:26.520\nSo I'm now trying to be cooler in my old age, like creating this myself.\n\n71\n00:03:26.520 --> 00:03:29.320\nWell, it's absolutely beautiful.\n\n72\n00:03:29.320 --> 00:03:31.440\nSo thanks for sharing that story.\n\n73\n00:03:31.440 --> 00:03:34.240\nCan you tell us a bit about why you wrote this book?\n\n74\n00:03:34.240 --> 00:03:36.360\nYou know, I never intended to write a memoir.\n\n75\n00:03:36.360 --> 00:03:37.920\nThat was just not in the cards.\n\n76\n00:03:37.920 --> 00:03:42.440\nI was going to write a series of policy papers and what it's going to take to\n\n77\n00:03:42.440 --> 00:03:43.520\ngrease us kids\n\n78\n00:03:43.520 --> 00:03:47.280\nfor women to ascend to positions of seniority in companies.\n\n79\n00:03:47.280 --> 00:03:51.200\nBecause people get asking me why I didn't replace myself with a woman.\n\n80\n00:03:51.200 --> 00:03:55.180\nAnd that made me think about why didn't a woman bubble up to the top when I was\n\n81\n00:03:55.180 --> 00:03:56.160\nat PepsiCo?\n\n82\n00:03:56.160 --> 00:03:59.600\nI yielded a lot of women to other companies, but why didn't they wait around to\n\n83\n00:03:59.600 --> 00:04:00.000\nbe CEO\n\n84\n00:04:00.000 --> 00:04:01.440\nof PepsiCo?\n\n85\n00:04:01.440 --> 00:04:03.800\nAnd then I realized that the pipeline was broken.\n\n86\n00:04:03.800 --> 00:04:07.350\nA lot of the women came into the workforce and then quit the second or the\n\n87\n00:04:07.350 --> 00:04:08.040\nthird level\n\n88\n00:04:08.040 --> 00:04:12.510\nin the company because they couldn't balance motherhood and being in a very\n\n89\n00:04:12.510 --> 00:04:13.520\nintense job.\n\n90\n00:04:13.520 --> 00:04:17.540\nSo on the one hand, I knew we had to do something for those women in managerial\n\n91\n00:04:17.540 --> 00:04:18.120\njobs.\n\n92\n00:04:18.120 --> 00:04:21.820\nOn the other hand, a lot of the frontline workers, the essential workers who\n\n93\n00:04:21.820 --> 00:04:22.360\nare young\n\n94\n00:04:22.360 --> 00:04:27.240\nfamily builders also struggled during the pandemic to come to work being\n\n95\n00:04:27.240 --> 00:04:28.240\ncaregivers,\n\n96\n00:04:28.240 --> 00:04:32.720\nnurses, teachers, you know, working in retail or hospitality.\n\n97\n00:04:32.720 --> 00:04:35.850\nBut they didn't know who was going to take care of the children because the\n\n98\n00:04:35.850 --> 00:04:36.320\ncare system\n\n99\n00:04:36.320 --> 00:04:38.160\nwas completely shut down.\n\n100\n00:04:38.160 --> 00:04:41.790\nSo we had this dual problem both with the essential workers and with managerial\n\n101\n00:04:41.790 --> 00:04:42.400\nworkers.\n\n102\n00:04:42.400 --> 00:04:47.850\nAnd I realized we had to do something to develop a strong care infrastructure\n\n103\n00:04:47.850 --> 00:04:48.000\nfor all\n\n104\n00:04:48.000 --> 00:04:49.000\nof these people.\n\n105\n00:04:49.000 --> 00:04:52.850\nSo I was going to write a set of policy papers, but I was told nobody would\n\n106\n00:04:52.850 --> 00:04:53.800\nread the policy\n\n107\n00:04:53.800 --> 00:04:59.310\npapers because they're boring by themselves unless I use the arc of my life to\n\n108\n00:04:59.310 --> 00:04:59.840\ninform\n\n109\n00:04:59.840 --> 00:05:01.600\nthe policy papers.\n\n110\n00:05:01.600 --> 00:05:06.170\nSo this is a non-traditional memoir and that there isn't a whole bunch of tell\n\n111\n00:05:06.170 --> 00:05:07.200\nall stories.\n\n112\n00:05:07.200 --> 00:05:12.560\nIt's more the arc of my life, lessons leading to the moonshot, which is how do\n\n113\n00:05:12.560 --> 00:05:13.160\nwe develop\n\n114\n00:05:13.160 --> 00:05:15.400\na care infrastructure?\n\n115\n00:05:15.400 --> 00:05:19.030\nYou have a really interesting moment in your book that I just wanted to ask you\n\n116\n00:05:19.030 --> 00:05:19.520\nabout.\n\n117\n00:05:19.520 --> 00:05:24.160\nCan you tell our listeners about the evening that you came home to tell your\n\n118\n00:05:24.160 --> 00:05:25.000\nfamily that\n\n119\n00:05:25.000 --> 00:05:27.840\nyou would be the next president of PepsiCo?\n\n120\n00:05:27.840 --> 00:05:29.600\nCan you share that story with us?\n\n121\n00:05:29.600 --> 00:05:32.480\nYeah, so let me draw the lessons from the story also.\n\n122\n00:05:32.480 --> 00:05:37.170\nI came home late in the night and I just wanted to share the news with my\n\n123\n00:05:37.170 --> 00:05:38.080\nfamily that\n\n124\n00:05:38.080 --> 00:05:41.280\nI was going to be president of PepsiCo and on the board of directors.\n\n125\n00:05:41.280 --> 00:05:44.290\nAnd there was my mother waiting on the top of the stairs saying, \"I don't want\n\n126\n00:05:44.290 --> 00:05:44.720\nto hear\n\n127\n00:05:44.720 --> 00:05:45.720\nany news.\n\n128\n00:05:45.720 --> 00:05:47.200\nJust go and get some milk.\"\n\n129\n00:05:47.200 --> 00:05:48.200\nAnd I go, \"Why me?\n\n130\n00:05:48.200 --> 00:05:51.640\nYou could have asked my husband who seems to have been here much earlier.\n\n131\n00:05:51.640 --> 00:05:53.000\nOh, he looked tired.\n\n132\n00:05:53.000 --> 00:05:54.000\nYou go get the milk.\"\n\n133\n00:05:54.000 --> 00:05:56.960\nSo I went and got the milk and I sort of was upset with her.\n\n134\n00:05:56.960 --> 00:06:00.480\nWhy don't you let me share great news with you instead of saying, \"Go get the\n\n135\n00:06:00.480 --> 00:06:01.000\nmilk.\"\n\n136\n00:06:01.000 --> 00:06:03.640\nAnd she said to me something which I've never forgotten.\n\n137\n00:06:03.640 --> 00:06:07.520\nShe said, \"When you enter the house, you're a mom, you're a wife, you're a\n\n138\n00:06:07.520 --> 00:06:08.280\ndaughter,\n\n139\n00:06:08.280 --> 00:06:10.440\ndaughter-in-law, leave your crown in the garage.\n\n140\n00:06:10.440 --> 00:06:12.200\nI don't want to hear about president or board.\n\n141\n00:06:12.200 --> 00:06:13.680\nI don't know what that is.\n\n142\n00:06:13.680 --> 00:06:14.680\nLeave the crown in the garage.\"\n\n143\n00:06:14.680 --> 00:06:16.600\nNow, I'll be honest with you, Ashley.\n\n144\n00:06:16.600 --> 00:06:21.360\nAt that moment, I was pissed off because my point is, \"Let me enjoy my few\n\n145\n00:06:21.360 --> 00:06:21.960\nmoments in\n\n146\n00:06:21.960 --> 00:06:22.960\nthe sun.\n\n147\n00:06:22.960 --> 00:06:27.880\nThen just listen to me and enjoy my news.\"\n\n148\n00:06:27.880 --> 00:06:32.090\nBut then she was also telling me that you've got to be humble because when you\n\n149\n00:06:32.090 --> 00:06:33.520\n're at home,\n\n150\n00:06:33.520 --> 00:06:37.580\nyou and your husband have a very different responsibility than what you have to\n\n151\n00:06:37.580 --> 00:06:38.560\nthe company.\n\n152\n00:06:38.560 --> 00:06:43.730\nSo she was giving me a lesson in humility, priorities, and basically saying, \"\n\n153\n00:06:43.730 --> 00:06:44.080\nDon't\n\n154\n00:06:44.080 --> 00:06:47.040\ntry to come into the house and think all of us work for you.\n\n155\n00:06:47.040 --> 00:06:48.040\nWe don't.\n\n156\n00:06:48.040 --> 00:06:49.040\nWe're a mom.\n\n157\n00:06:49.040 --> 00:06:50.040\nHe's dad.\n\n158\n00:06:50.040 --> 00:06:52.040\nPlay those roles when you come into the house.\"\n\n159\n00:06:52.040 --> 00:06:54.840\nIt was a tough lesson, but I got it.\n\n160\n00:06:54.840 --> 00:06:58.060\nThat's funny, Indra, because when I come home, Wendy always tells me, she says,\n\n161\n00:06:58.060 --> 00:06:58.480\n\"You're\n\n162\n00:06:58.480 --> 00:07:02.120\nnot CEO around here.\"\n\n163\n00:07:02.120 --> 00:07:04.200\nWhat she's telling you is, \"Leave the crown in the garage.\"\n\n164\n00:07:04.200 --> 00:07:05.200\nI love that.\n\n165\n00:07:05.200 --> 00:07:06.200\nThat's a great phrase.\n\n166\n00:07:06.200 --> 00:07:08.760\nSo let's talk about work-life balance.\n\n167\n00:07:08.760 --> 00:07:10.160\nI mean, is this a real thing?\n\n168\n00:07:10.160 --> 00:07:11.680\nIs this a real term?\n\n169\n00:07:11.680 --> 00:07:12.680\nI don't think so.\n\n170\n00:07:12.680 --> 00:07:15.080\nThe word \"balance\" is what I worry about.\n\n171\n00:07:15.080 --> 00:07:19.990\nI think it's juggling priorities because you start off the day saying, \"Today,\n\n172\n00:07:19.990 --> 00:07:20.440\nI'm going\n\n173\n00:07:20.440 --> 00:07:24.000\nto focus on my work and the evening I'm going to go home and do something.\"\n\n174\n00:07:24.000 --> 00:07:27.070\nAnd then during the day, you get a call from the school, \"Oh, what if your kids\n\n175\n00:07:27.070 --> 00:07:27.680\nfell and\n\n176\n00:07:27.680 --> 00:07:30.640\nsprained an ankle or they're not feeling great?\n\n177\n00:07:30.640 --> 00:07:33.860\nAll of a sudden, your priorities are going to help because you've got to juggle\n\n178\n00:07:33.860 --> 00:07:33.880\nthe\n\n179\n00:07:33.880 --> 00:07:35.040\nday again.\"\n\n180\n00:07:35.040 --> 00:07:38.640\nSo I think work-life balance may be a tough word.\n\n181\n00:07:38.640 --> 00:07:42.600\nIt's juggling all priorities needed to work in life.\n\n182\n00:07:42.600 --> 00:07:45.280\nNow let me say one thing though.\n\n183\n00:07:45.280 --> 00:07:48.240\nThere's one good thing that came out of COVID.\n\n184\n00:07:48.240 --> 00:07:50.120\nIt's technology development.\n\n185\n00:07:50.120 --> 00:07:56.600\nWe now have access to Zoom and Teams and all of these teleconferencing tools.\n\n186\n00:07:56.600 --> 00:07:59.440\nAnd our cell phone has become so much more advanced.\n\n187\n00:07:59.440 --> 00:08:03.280\nWe can FaceTime, we can Text, we can talk to our kids all the time.\n\n188\n00:08:03.280 --> 00:08:06.880\nSo unlike when David and I were coming up in the corporate world where they\n\n189\n00:08:06.880 --> 00:08:07.440\nweren't these\n\n190\n00:08:07.440 --> 00:08:11.400\ntechnology tools, you had to be present, you had to travel.\n\n191\n00:08:11.400 --> 00:08:14.320\nNow you can actually do a lot of things remotely.\n\n192\n00:08:14.320 --> 00:08:18.450\nI would have killed to have come home at 3.30 taking my kids off the school bus\n\n193\n00:08:18.450 --> 00:08:18.920\n, spent an\n\n194\n00:08:18.920 --> 00:08:21.880\nhour or two, then continued working at home.\n\n195\n00:08:21.880 --> 00:08:23.960\nThat luxury was not available.\n\n196\n00:08:23.960 --> 00:08:26.600\nOne had to travel, one had to go meet people.\n\n197\n00:08:26.600 --> 00:08:30.760\nI couldn't prioritize not traveling versus traveling.\n\n198\n00:08:30.760 --> 00:08:36.800\nAnd so I think that in my time, work-life juggling was impossible.\n\n199\n00:08:36.800 --> 00:08:40.400\nI think in today's world, it's much more possible.\n\n200\n00:08:40.400 --> 00:08:43.040\nYeah, I completely agree with you.\n\n201\n00:08:43.040 --> 00:08:47.600\nIt's been so interesting to see how much I've gotten to know my coworkers'\n\n202\n00:08:47.600 --> 00:08:48.680\nfamilies better\n\n203\n00:08:48.680 --> 00:08:51.360\nand how I've experienced being on these Zoom calls.\n\n204\n00:08:51.360 --> 00:08:53.560\nYou see their kids pop in and out.\n\n205\n00:08:53.560 --> 00:08:56.760\nAnd there's permission for that I almost feel like now because all of us were\n\n206\n00:08:56.760 --> 00:08:57.760\ntrying to\n\n207\n00:08:57.760 --> 00:09:01.400\neducate our children at home while we were also working.\n\n208\n00:09:01.400 --> 00:09:04.730\nAnd so there seems to be more permission to know and to have your family\n\n209\n00:09:04.730 --> 00:09:05.440\ninvolved in\n\n210\n00:09:05.440 --> 00:09:06.440\nyour work.\n\n211\n00:09:06.440 --> 00:09:11.960\nVery, very true, except that what we cannot allow happen is for the mother in\n\n212\n00:09:11.960 --> 00:09:12.960\nparticular,\n\n213\n00:09:12.960 --> 00:09:15.720\nto be so stressed out because they have to do so much.\n\n214\n00:09:15.720 --> 00:09:19.940\nAnd they're always begging for internet time or broadband access because\n\n215\n00:09:19.940 --> 00:09:21.480\neverybody's on\n\n216\n00:09:21.480 --> 00:09:24.200\nthe web doing their respective jobs.\n\n217\n00:09:24.200 --> 00:09:29.220\nSo we have to make sure we also create structures to de-stress mothers and\n\n218\n00:09:29.220 --> 00:09:30.720\nwomen in particular\n\n219\n00:09:30.720 --> 00:09:35.860\nso that they're not just completely zon-tiling at the end of the day because\n\n220\n00:09:35.860 --> 00:09:36.560\nthey've been\n\n221\n00:09:36.560 --> 00:09:40.200\nhandling five priorities all through the day.\n\n222\n00:09:40.200 --> 00:09:44.400\nAnd there's no safe spot for them to go and just focus on the job or whatever.\n\n223\n00:09:44.400 --> 00:09:48.480\nSo we have to think about future of work very, very differently.\n\n224\n00:09:48.480 --> 00:09:49.480\nYes.\n\n225\n00:09:49.480 --> 00:09:54.250\nSo I'd like to kind of jump into talking about family because that was such an\n\n226\n00:09:54.250 --> 00:09:55.040\nimportant\n\n227\n00:09:55.040 --> 00:09:56.200\npart of your book.\n\n228\n00:09:56.200 --> 00:09:58.280\nAnd I know you both are family people.\n\n229\n00:09:58.280 --> 00:09:59.280\nYou love your families.\n\n230\n00:09:59.280 --> 00:10:01.880\nYou're viewed as your favorite accomplishment.\n\n231\n00:10:01.880 --> 00:10:05.880\nSo can you set the stage and tell me a little bit about your immediate family?\n\n232\n00:10:05.880 --> 00:10:08.720\nWell, you know, I grew up in a very tight-knit family.\n\n233\n00:10:08.720 --> 00:10:13.840\nI grew up in a conservative family, a family that believed in discipline, a\n\n234\n00:10:13.840 --> 00:10:14.520\nfamily that\n\n235\n00:10:14.520 --> 00:10:19.650\ngave me a very nurturing environment to grow up in, and a family where they\n\n236\n00:10:19.650 --> 00:10:20.280\nbelieved that\n\n237\n00:10:20.280 --> 00:10:24.480\nthe girls and the boys should be equally educated and allowed to soar.\n\n238\n00:10:24.480 --> 00:10:27.560\nSo we were not discriminated against, which is very unusual.\n\n239\n00:10:27.560 --> 00:10:32.910\nThe other good thing is I'm married to somebody who believes that he's an equal\n\n240\n00:10:32.910 --> 00:10:33.720\npartner in\n\n241\n00:10:33.720 --> 00:10:35.000\nthe marriage.\n\n242\n00:10:35.000 --> 00:10:40.020\nSo we both contribute equally to caring for the kids, household duties,\n\n243\n00:10:40.020 --> 00:10:41.160\neverything.\n\n244\n00:10:41.160 --> 00:10:45.440\nAnd I've married into a family where the family and my in-laws all believe that\n\n245\n00:10:45.440 --> 00:10:45.760\nI should\n\n246\n00:10:45.760 --> 00:10:47.560\nbe allowed to work.\n\n247\n00:10:47.560 --> 00:10:50.000\nSo nobody has held me back.\n\n248\n00:10:50.000 --> 00:10:55.960\nAnd then I look at my own family between my husband, my kids, they're my life.\n\n249\n00:10:55.960 --> 00:11:00.720\nAnd between my mother, my in-laws, they've all helped take care of my kids.\n\n250\n00:11:00.720 --> 00:11:05.580\nSo this has been a multi-generational family structure, and everybody has inter\n\n251\n00:11:05.580 --> 00:11:06.520\ngenerational\n\n252\n00:11:06.520 --> 00:11:10.120\nresponsibility to help all of us succeed.\n\n253\n00:11:10.120 --> 00:11:15.450\nAnd I think of all the things I've done in my life, I would say my family is my\n\n254\n00:11:15.450 --> 00:11:16.160\nbiggest\n\n255\n00:11:16.160 --> 00:11:18.920\nsuccess that I feel good about.\n\n256\n00:11:18.920 --> 00:11:21.600\nAnd it's not that it's challenges don't get me wrong.\n\n257\n00:11:21.600 --> 00:11:24.600\nWhen you have two daughters, there's always a challenge.\n\n258\n00:11:24.600 --> 00:11:25.600\nBut...\n\n259\n00:11:25.600 --> 00:11:26.600\nReally?\n\n260\n00:11:26.600 --> 00:11:27.600\nYou know that.\n\n261\n00:11:27.600 --> 00:11:28.600\nOh boy.\n\n262\n00:11:28.600 --> 00:11:33.040\nAnd your mom's always the punching bag.\n\n263\n00:11:33.040 --> 00:11:38.830\nAnd so having two daughters who both vocal, mom is a punching bag, that's been\n\n264\n00:11:38.830 --> 00:11:39.640\ninteresting\n\n265\n00:11:39.640 --> 00:11:40.640\nnow and then.\n\n266\n00:11:40.640 --> 00:11:44.640\nSome of my dads get a buy, I don't know why, but moms are the punching bag.\n\n267\n00:11:44.640 --> 00:11:47.480\nI got a load of that.\n\n268\n00:11:47.480 --> 00:11:48.480\nYeah.\n\n269\n00:11:48.480 --> 00:11:52.400\nI wonder if you had a son if it would have been a different experience as well.\n\n270\n00:11:52.400 --> 00:11:53.400\nI think so.\n\n271\n00:11:53.400 --> 00:11:57.600\nI think there would have been a little bit less punching bag behavior.\n\n272\n00:11:57.600 --> 00:11:58.600\nBut that's a guess.\n\n273\n00:11:58.600 --> 00:12:01.520\nI love my kids more than anything this one.\n\n274\n00:12:01.520 --> 00:12:02.520\nOh, for sure.\n\n275\n00:12:02.520 --> 00:12:06.560\nDad, can you talk a bit about Europe bringing how it shaped your perspective\n\n276\n00:12:06.560 --> 00:12:07.400\nabout work?\n\n277\n00:12:07.400 --> 00:12:10.880\nWell, you know, my mom and dad are 92 and 91.\n\n278\n00:12:10.880 --> 00:12:15.490\nSo I'm really blessed to have, you know, I'm still in my life and just saw him\n\n279\n00:12:15.490 --> 00:12:16.280\nin Scottsdale\n\n280\n00:12:16.280 --> 00:12:19.560\nthis past weekend, which was really great.\n\n281\n00:12:19.560 --> 00:12:22.560\nBut I grew up in a very unusual environment.\n\n282\n00:12:22.560 --> 00:12:25.320\nI actually grew up in a trailer.\n\n283\n00:12:25.320 --> 00:12:27.920\nMy dad was a government surveyor.\n\n284\n00:12:27.920 --> 00:12:29.600\nWe moved every four months.\n\n285\n00:12:29.600 --> 00:12:32.560\nMy mom would check me into the school and say, \"Hey, David, we better make\n\n286\n00:12:32.560 --> 00:12:33.880\nfriends because\n\n287\n00:12:33.880 --> 00:12:35.200\nwe're leaving.\"\n\n288\n00:12:35.200 --> 00:12:36.200\nAnd that was the case.\n\n289\n00:12:36.200 --> 00:12:41.220\nBut I lived in small towns up and down the United States and lived in 23 states\n\n290\n00:12:41.220 --> 00:12:41.560\n.\n\n291\n00:12:41.560 --> 00:12:44.240\nBy the time I was in the seventh grade.\n\n292\n00:12:44.240 --> 00:12:49.040\nBut I always had just so much love for my mom and dad.\n\n293\n00:12:49.040 --> 00:12:51.560\nThey taught me how to love and respect the family.\n\n294\n00:12:51.560 --> 00:12:56.110\nI had two sisters and, and Indra, when we get together as a family, no matter\n\n295\n00:12:56.110 --> 00:12:56.720\nhow big the\n\n296\n00:12:56.720 --> 00:13:00.470\nhouse is, the biggest house we had when we grew up was eight feet wide by 46\n\n297\n00:13:00.470 --> 00:13:01.200\nfeet long.\n\n298\n00:13:01.200 --> 00:13:04.480\nWe sit in the same sofa, clumped together, hugging each other.\n\n299\n00:13:04.480 --> 00:13:08.080\nSo really close to that family.\n\n300\n00:13:08.080 --> 00:13:13.200\nBut you know, I was very, very blessed to have the upbringing that I have.\n\n301\n00:13:13.200 --> 00:13:16.000\nPeople, I saw, \"How could you, how could you've lived in that environment?\"\n\n302\n00:13:16.000 --> 00:13:20.680\nYou know, and I always tell everybody I succeeded because of my environment.\n\n303\n00:13:20.680 --> 00:13:22.520\nI was not, not in spite of it.\n\n304\n00:13:22.520 --> 00:13:26.280\nIt was, I think one of the best things that, that ever happened to me.\n\n305\n00:13:26.280 --> 00:13:28.440\nMy mom and dad wanted me to live the American dream.\n\n306\n00:13:28.440 --> 00:13:31.800\nI was the first kid to go to the, go to college in our family.\n\n307\n00:13:31.800 --> 00:13:35.130\nAnd, you know, thanks to a lot of great mentors and people who took me under\n\n308\n00:13:35.130 --> 00:13:36.080\ntheir wing, I've\n\n309\n00:13:36.080 --> 00:13:38.400\nbeen able to live that American dream.\n\n310\n00:13:38.400 --> 00:13:42.140\nAnd David, you're one hell of an American dream because I think going to so\n\n311\n00:13:42.140 --> 00:13:42.880\nmany schools\n\n312\n00:13:42.880 --> 00:13:45.520\nmade you become more social and more resilient.\n\n313\n00:13:45.520 --> 00:13:49.240\nAnd that's the David that I've seen and I've enjoyed interacting with.\n\n314\n00:13:49.240 --> 00:13:53.760\nBut you're raising a much bigger issue, which is the importance of families.\n\n315\n00:13:53.760 --> 00:13:55.800\nFamilies are needed for young people.\n\n316\n00:13:55.800 --> 00:14:00.150\nAnd in today's world where, you know, families are fragile, families are messy\n\n317\n00:14:00.150 --> 00:14:00.800\nand people\n\n318\n00:14:00.800 --> 00:14:05.390\ndon't have, you know, the traditional families around them, how do we recreate\n\n319\n00:14:05.390 --> 00:14:06.520\nsocial infrastructures\n\n320\n00:14:06.520 --> 00:14:09.840\nand communities so people can help each other out?\n\n321\n00:14:09.840 --> 00:14:13.000\nIt's a big discussion we need to have at some point.\n\n322\n00:14:13.000 --> 00:14:17.160\nAnd you're so right because, you know, if you have a mom and dad that loves you\n\n323\n00:14:17.160 --> 00:14:17.440\n, you're\n\n324\n00:14:17.440 --> 00:14:20.080\nso far ahead of the game, you know.\n\n325\n00:14:20.080 --> 00:14:23.960\nAnd I know Ashley feels blessed that she had Wendy as a mother and hopefully me\n\n326\n00:14:23.960 --> 00:14:25.040\nas a father.\n\n327\n00:14:25.040 --> 00:14:28.600\nAnd, you know, we're, you know, just having her only child, you know, we've\n\n328\n00:14:28.600 --> 00:14:29.200\njust done\n\n329\n00:14:29.200 --> 00:14:30.600\neverything together.\n\n330\n00:14:30.600 --> 00:14:34.400\nI think having that infrastructure, I always say if you have a great mom and\n\n331\n00:14:34.400 --> 00:14:35.080\ndad and you're\n\n332\n00:14:35.080 --> 00:14:39.440\nborn in this country, at least you have a chance, you know, you have a chance\n\n333\n00:14:39.440 --> 00:14:40.160\nto succeed\n\n334\n00:14:40.160 --> 00:14:41.160\nand grow.\n\n335\n00:14:41.160 --> 00:14:44.800\nAnd my mom and dad, I have to tell you to this day along with Wendy and Ashley,\n\n336\n00:14:44.800 --> 00:14:45.240\nthey're\n\n337\n00:14:45.240 --> 00:14:48.240\nmy biggest, they cheer for me all the time.\n\n338\n00:14:48.240 --> 00:14:51.630\nYou know, I can go on Squatbox and they'll call me and say, oh, my mom will say\n\n339\n00:14:51.630 --> 00:14:52.040\n, you\n\n340\n00:14:52.040 --> 00:14:54.440\nlook so handsome, your tie was wonderful.\n\n341\n00:14:54.440 --> 00:14:56.440\nAnd you're so smart.\n\n342\n00:14:56.440 --> 00:14:58.840\nI go, I don't know if I ever know, but thank you.\n\n343\n00:14:58.840 --> 00:15:02.960\nNo, but David, there are so many single parent families.\n\n344\n00:15:02.960 --> 00:15:07.700\nThere are so many families where, you know, things are not as rosy as they\n\n345\n00:15:07.700 --> 00:15:08.520\ncould be.\n\n346\n00:15:08.520 --> 00:15:13.420\nThe real question is how do we create community structures that allow those\n\n347\n00:15:13.420 --> 00:15:14.240\nyoung people\n\n348\n00:15:14.240 --> 00:15:19.350\nto have family-like relationships in society within communities, either through\n\n349\n00:15:19.350 --> 00:15:20.160\nlibraries,\n\n350\n00:15:20.160 --> 00:15:25.650\ncivic centers, park benches, whatever, so that they too can feel supported and\n\n351\n00:15:25.650 --> 00:15:26.040\nthey can\n\n352\n00:15:26.040 --> 00:15:32.320\nfeel like they can go to somebody for love and affection and reinforcement.\n\n353\n00:15:32.320 --> 00:15:33.320\nI couldn't agree more.\n\n354\n00:15:33.320 --> 00:15:37.470\nAnd one of the things that, you know, Ashley leads is, you know, our LiftoLife\n\n355\n00:15:37.470 --> 00:15:38.520\nFoundation.\n\n356\n00:15:38.520 --> 00:15:43.040\nAnd you know, we focus on helping elementary school kids get their self-esteem.\n\n357\n00:15:43.040 --> 00:15:45.800\nAnd a lot of times they don't get it home, you know, like understand what their\n\n358\n00:15:45.800 --> 00:15:46.100\nsuper\n\n359\n00:15:46.100 --> 00:15:50.030\ntalent is, their talent is, put their heart into it, that becomes their\n\n360\n00:15:50.030 --> 00:15:50.960\nsuperpower.\n\n361\n00:15:50.960 --> 00:15:53.720\nAnd then, you know, in high school, we have this program called Lead for Change\n\n362\n00:15:53.720 --> 00:15:53.920\n.\n\n363\n00:15:53.920 --> 00:15:57.120\nAnd it's all about teaching people how to take people with them, understanding\n\n364\n00:15:57.120 --> 00:15:57.480\ntheir\n\n365\n00:15:57.480 --> 00:16:01.560\nbackground, what's, you know, their life, how it's impacted them.\n\n366\n00:16:01.560 --> 00:16:05.080\nAnd given them the encouragement that they need to go forward to make a\n\n367\n00:16:05.080 --> 00:16:05.920\ndifference in\n\n368\n00:16:05.920 --> 00:16:06.920\nthe community.\n\n369\n00:16:06.920 --> 00:16:11.060\nAnd I think we've all got to be looking for ways to build the self-esteem of\n\n370\n00:16:11.060 --> 00:16:11.600\npeople\n\n371\n00:16:11.600 --> 00:16:15.660\nand help people, you know, really understand that they've got the capability to\n\n372\n00:16:15.660 --> 00:16:16.160\ngrow.\n\n373\n00:16:16.160 --> 00:16:20.610\nAnd I think in today's digital world where everybody's cocooning, how do you\n\n374\n00:16:20.610 --> 00:16:21.120\nget them\n\n375\n00:16:21.120 --> 00:16:26.010\nout of their cocoons and actually come out to these places where people meet\n\n376\n00:16:26.010 --> 00:16:26.840\nsocially,\n\n377\n00:16:26.840 --> 00:16:32.640\nyou know, libraries, park benches, parks, barber shops, restaurants.\n\n378\n00:16:32.640 --> 00:16:36.330\nHow do we get people to sort of interact with each other and talk to each other\n\n379\n00:16:36.330 --> 00:16:36.600\n?\n\n380\n00:16:36.600 --> 00:16:42.720\nThere's a big, big need that's, you know, really we should take advantage of.\n\n381\n00:16:42.720 --> 00:16:46.660\nYeah, and another thing I just really appreciated about your book is how you\n\n382\n00:16:46.660 --> 00:16:48.320\ncontinuously revisited\n\n383\n00:16:48.320 --> 00:16:53.120\nthe family structure and the support that women need to be able to work and\n\n384\n00:16:53.120 --> 00:16:53.900\nearn a living\n\n385\n00:16:53.900 --> 00:16:55.200\nfor themselves.\n\n386\n00:16:55.200 --> 00:16:58.750\nBecause a lot of what I've done with our work with the Family Foundation has\n\n387\n00:16:58.750 --> 00:16:59.960\nbeen around\n\n388\n00:16:59.960 --> 00:17:01.680\nearly childhood education.\n\n389\n00:17:01.680 --> 00:17:06.400\nThe majority of brain development in children happen from birth to age five.\n\n390\n00:17:06.400 --> 00:17:09.160\nAnd so that's just a critical time in a child's life.\n\n391\n00:17:09.160 --> 00:17:12.690\nAnd so it's really important that we provide support for early childhood\n\n392\n00:17:12.690 --> 00:17:13.480\neducation.\n\n393\n00:17:13.480 --> 00:17:18.080\nA lot of that support is around building high quality childcare system that's\n\n394\n00:17:18.080 --> 00:17:18.760\nsupportive\n\n395\n00:17:18.760 --> 00:17:23.010\nof working families where those people that are working in those childcare\n\n396\n00:17:23.010 --> 00:17:23.760\ncenters are\n\n397\n00:17:23.760 --> 00:17:28.330\nequipped to deliver just a strong solid environment and education to those\n\n398\n00:17:28.330 --> 00:17:29.560\nchildren that they\n\n399\n00:17:29.560 --> 00:17:30.640\nserve every day.\n\n400\n00:17:30.640 --> 00:17:32.240\nSo it's a really important issue.\n\n401\n00:17:32.240 --> 00:17:34.560\nWell, I agree with you and we have to pay them right.\n\n402\n00:17:34.560 --> 00:17:39.630\nI mean, the one thing that surprised me was that many childcare workers get\n\n403\n00:17:39.630 --> 00:17:40.640\npaid less than\n\n404\n00:17:40.640 --> 00:17:43.680\ngrocery store clerks who themselves are not paid too well.\n\n405\n00:17:43.680 --> 00:17:49.440\nAnd then many of them take jobs after their childcare jobs in another shift.\n\n406\n00:17:49.440 --> 00:17:52.240\nThat's a tremendous price to pay.\n\n407\n00:17:52.240 --> 00:17:55.520\nThese are people taking care of our most vulnerable little babies.\n\n408\n00:17:55.520 --> 00:17:59.960\nAnd so I think that we ought to rethink the whole childcare infrastructure.\n\n409\n00:17:59.960 --> 00:18:04.950\nWe have an opportunity to create ubiquitously available high quality affordable\n\n410\n00:18:04.950 --> 00:18:05.680\nchildcare\n\n411\n00:18:05.680 --> 00:18:09.820\nsystems in whatever structure we choose to put it in with a home care or center\n\n412\n00:18:09.820 --> 00:18:10.200\nbased\n\n413\n00:18:10.200 --> 00:18:11.200\ncare.\n\n414\n00:18:11.200 --> 00:18:13.400\nBut I think we really have to think about this.\n\n415\n00:18:13.400 --> 00:18:19.160\nOtherwise, I don't know how we can deploy the smartest women in paid work to\n\n416\n00:18:19.160 --> 00:18:19.560\nget the\n\n417\n00:18:19.560 --> 00:18:20.560\neconomy moving.\n\n418\n00:18:20.560 --> 00:18:21.560\nYeah.\n\n419\n00:18:21.560 --> 00:18:22.560\nYeah.\n\n420\n00:18:22.560 --> 00:18:23.560\nIt's a really important topic.\n\n421\n00:18:23.560 --> 00:18:26.280\nAnd I'm glad I'm hearing more and more people talking about it.\n\n422\n00:18:26.280 --> 00:18:27.280\nAnd I hope it continues.\n\n423\n00:18:27.280 --> 00:18:29.240\nYeah, I hope so too.\n\n424\n00:18:29.240 --> 00:18:32.320\nI think we need your voice to Ashley for the next generation.\n\n425\n00:18:32.320 --> 00:18:33.320\nI'm trying.\n\n426\n00:18:33.320 --> 00:18:38.520\nI've been talking about this for the last 10 years.\n\n427\n00:18:38.520 --> 00:18:42.040\nBut now finally, I feel like, especially with all the American recovery money\n\n428\n00:18:42.040 --> 00:18:42.440\nthat's\n\n429\n00:18:42.440 --> 00:18:45.040\ncoming to cities, cities are having these conversations.\n\n430\n00:18:45.040 --> 00:18:47.240\nAnd it should be spent wisely.\n\n431\n00:18:47.240 --> 00:18:49.040\nIt needs to be spent wisely.\n\n432\n00:18:49.040 --> 00:18:50.040\nYeah.\n\n433\n00:18:50.040 --> 00:18:53.680\nI mean, if philanthropy cannot do anything with the amount of money that we\n\n434\n00:18:53.680 --> 00:18:54.400\nhave compared\n\n435\n00:18:54.400 --> 00:18:57.560\nto that influx, it's a once in a lifetime opportunity.\n\n436\n00:18:57.560 --> 00:18:58.560\nI agree.\n\n437\n00:18:58.560 --> 00:19:01.160\nI want to get back to your upbringing just a little bit more.\n\n438\n00:19:01.160 --> 00:19:06.120\nI'm really interested, particularly in what your mothers taught you about work.\n\n439\n00:19:06.120 --> 00:19:07.920\nYeah, it's interesting.\n\n440\n00:19:07.920 --> 00:19:11.560\nIt's my grandfather, my mother and father, three of them together.\n\n441\n00:19:11.560 --> 00:19:14.360\nI watched the mother work all the time.\n\n442\n00:19:14.360 --> 00:19:17.280\nShe was always busy at home.\n\n443\n00:19:17.280 --> 00:19:19.520\nShe was not a mother who hugged you and said, I love you.\n\n444\n00:19:19.520 --> 00:19:20.720\nI love you now that stuff.\n\n445\n00:19:20.720 --> 00:19:24.270\nI mean, she barely had time to talk to us because she was always cooking and\n\n446\n00:19:24.270 --> 00:19:24.880\ncleaning\n\n447\n00:19:24.880 --> 00:19:27.960\nand catering to the elders.\n\n448\n00:19:27.960 --> 00:19:33.780\nI don't believe any of us in that time of growing up had appears in other\n\n449\n00:19:33.780 --> 00:19:34.520\nfamilies where\n\n450\n00:19:34.520 --> 00:19:36.880\nthe mothers of fathers hugged them and said, I love you.\n\n451\n00:19:36.880 --> 00:19:40.040\nSo we didn't grow up being told me, I love you.\n\n452\n00:19:40.040 --> 00:19:44.100\nWe just assumed they loved us to pieces because, you know, they did everything\n\n453\n00:19:44.100 --> 00:19:44.680\nfor us.\n\n454\n00:19:44.680 --> 00:19:48.560\nSo we knew they loved us, implicit love.\n\n455\n00:19:48.560 --> 00:19:53.000\nIt was an upbringing where, you know, my mother would make us do things like at\n\n456\n00:19:53.000 --> 00:19:53.560\ndinner\n\n457\n00:19:53.560 --> 00:19:56.720\ntime when she was having her dinner and we had finished.\n\n458\n00:19:56.720 --> 00:20:00.060\nShe said, give me a speech about what would you do if you're the Prime Minister\n\n459\n00:20:00.060 --> 00:20:00.360\nof the\n\n460\n00:20:00.360 --> 00:20:03.000\ncountry, the Chief Minister of the State.\n\n461\n00:20:03.000 --> 00:20:06.530\nAnd then at the end of dinner, when we gave her the speech, she would pick a\n\n462\n00:20:06.530 --> 00:20:07.200\nwinner.\n\n463\n00:20:07.200 --> 00:20:10.930\nIt was never, you know, last yesterday, it was your sister today's got to be\n\n464\n00:20:10.930 --> 00:20:11.200\nyou.\n\n465\n00:20:11.200 --> 00:20:16.920\nThere was no, you know, one day each of you will get the prize, the best speech\n\n466\n00:20:16.920 --> 00:20:17.360\ngot the\n\n467\n00:20:17.360 --> 00:20:18.360\nprize.\n\n468\n00:20:18.360 --> 00:20:20.960\nAnd this prize was a tiny, tiny piece of chocolate.\n\n469\n00:20:20.960 --> 00:20:21.960\nI mean, tiny.\n\n470\n00:20:21.960 --> 00:20:24.640\nIt could barely see it, okay?\n\n471\n00:20:24.640 --> 00:20:27.840\nBut then when you were given this piece of chocolate, you licked it for hours\n\n472\n00:20:27.840 --> 00:20:28.240\nbecause\n\n473\n00:20:28.240 --> 00:20:30.040\nyou mean it meant something.\n\n474\n00:20:30.040 --> 00:20:33.680\nToday, you give me a bar of chocolate, a gigantic bar of chocolate.\n\n475\n00:20:33.680 --> 00:20:37.520\nIt doesn't taste as good as a tiny, tiny, tiny bit of chocolate.\n\n476\n00:20:37.520 --> 00:20:42.680\nSo you know, she in a funny way, she made us be aspirational.\n\n477\n00:20:42.680 --> 00:20:47.000\nShe made us think about being bigger than we could ever be.\n\n478\n00:20:47.000 --> 00:20:48.560\nWe ever aspire to be.\n\n479\n00:20:48.560 --> 00:20:52.920\nAt the same time, she said, however, I'm going to get you married at age 18.\n\n480\n00:20:52.920 --> 00:20:54.560\nHow is this going to work?\n\n481\n00:20:54.560 --> 00:20:58.500\nBut you know, this is a societal pressure versus her own dreams for her\n\n482\n00:20:58.500 --> 00:20:59.400\ndaughters.\n\n483\n00:20:59.400 --> 00:21:03.760\nAnd she played that role with great applause, I must say.\n\n484\n00:21:03.760 --> 00:21:04.760\nShe's still around.\n\n485\n00:21:04.760 --> 00:21:06.560\nI'm blessed on that.\n\n486\n00:21:06.560 --> 00:21:09.480\nMy mom was always my, my coach.\n\n487\n00:21:09.480 --> 00:21:13.620\nShe, you know, when I had anything that was important in school, whether giving\n\n488\n00:21:13.620 --> 00:21:14.240\nmy first\n\n489\n00:21:14.240 --> 00:21:19.190\nspeech on idealism of America, she coached me through it and worked with beyond\n\n490\n00:21:19.190 --> 00:21:19.640\nit and\n\n491\n00:21:19.640 --> 00:21:20.640\nwas right there with me.\n\n492\n00:21:20.640 --> 00:21:24.480\nAnd I remember her being there when I was crying when I didn't win.\n\n493\n00:21:24.480 --> 00:21:29.730\nAnd she still thinks I should have won to this day, you know, but she, but my\n\n494\n00:21:29.730 --> 00:21:31.120\nmom, she's\n\n495\n00:21:31.120 --> 00:21:33.080\na very hard worker.\n\n496\n00:21:33.080 --> 00:21:37.640\nAnd you know, I always would see my mother actually when I would go out in the\n\n497\n00:21:37.640 --> 00:21:38.520\nrestaurants\n\n498\n00:21:38.520 --> 00:21:41.920\nbecause I would see people who were so committed to what they do.\n\n499\n00:21:41.920 --> 00:21:45.520\nAnd you know, my mom and we moved to Kansas City after living in all these\n\n500\n00:21:45.520 --> 00:21:46.360\nsmall towns.\n\n501\n00:21:46.360 --> 00:21:50.960\nYou know, my mom and dad needed to become dual income winners.\n\n502\n00:21:50.960 --> 00:21:57.560\nAnd so my mom did things like she was an Avon salesperson in the neighborhood.\n\n503\n00:21:57.560 --> 00:22:01.080\nAnd then she ran the bookkeeping for a small company.\n\n504\n00:22:01.080 --> 00:22:04.960\nAnd then she ended up being a controller of another, another small company.\n\n505\n00:22:04.960 --> 00:22:06.720\nAnd she's totally self-taught.\n\n506\n00:22:06.720 --> 00:22:10.880\nBut I always felt my mother, if she would have had the education, the training\n\n507\n00:22:10.880 --> 00:22:11.240\nthat\n\n508\n00:22:11.240 --> 00:22:14.920\nI had, she could end up running a company, ask good of my father.\n\n509\n00:22:14.920 --> 00:22:19.670\nBut it's just, you know, I had the breaks of having them to help me kind of\n\n510\n00:22:19.670 --> 00:22:20.560\nmove forward\n\n511\n00:22:20.560 --> 00:22:22.560\nand begin to achieve.\n\n512\n00:22:22.560 --> 00:22:26.610\nYou know, David, listening to your talk about your parents makes me emotional\n\n513\n00:22:26.610 --> 00:22:27.280\nbecause, you\n\n514\n00:22:27.280 --> 00:22:30.400\nknow, they work their way through whatever they're doing to give their children\n\n515\n00:22:30.400 --> 00:22:30.840\na better\n\n516\n00:22:30.840 --> 00:22:31.840\nlife.\n\n517\n00:22:31.840 --> 00:22:33.600\nAnd your sisters kept you grounded.\n\n518\n00:22:33.600 --> 00:22:34.600\nAbsolutely.\n\n519\n00:22:34.600 --> 00:22:39.870\nI wanted to kind of get back to talking just about your early years because I'm\n\n520\n00:22:39.870 --> 00:22:40.480\nreally\n\n521\n00:22:40.480 --> 00:22:42.720\ncurious as I think about my daughters.\n\n522\n00:22:42.720 --> 00:22:45.280\nAnd I think about the way we talk about careers.\n\n523\n00:22:45.280 --> 00:22:49.600\nWhat were your dreams for your career when you were younger and your family?\n\n524\n00:22:49.600 --> 00:22:51.280\nNot just your career, but your family.\n\n525\n00:22:51.280 --> 00:22:53.880\nDid you have any idea of what you wanted?\n\n526\n00:22:53.880 --> 00:22:57.660\nYou know, actually, everybody in my family worked in a government job or a bank\n\n527\n00:22:57.660 --> 00:22:57.920\nor a\n\n528\n00:22:57.920 --> 00:22:58.920\nlawyer.\n\n529\n00:22:58.920 --> 00:23:02.800\nSo this notion of business didn't exist in our family at all.\n\n530\n00:23:02.800 --> 00:23:06.610\nWhen my sister went into business school, she wrote the entrance exam on a lark\n\n531\n00:23:06.610 --> 00:23:06.920\n.\n\n532\n00:23:06.920 --> 00:23:08.400\nShe didn't think she was going to get in.\n\n533\n00:23:08.400 --> 00:23:10.280\nAnd nobody thought she was going to get in.\n\n534\n00:23:10.280 --> 00:23:15.160\nShe just wrote it because it was such an unattainable, you know, seat.\n\n535\n00:23:15.160 --> 00:23:16.240\nShe wrote the exam.\n\n536\n00:23:16.240 --> 00:23:20.160\nShe got in into one of the most prestigious schools where someone blew\n\n537\n00:23:20.160 --> 00:23:21.320\neverybody away.\n\n538\n00:23:21.320 --> 00:23:24.440\nBut now put the pressure on me because she's the year ahead of me.\n\n539\n00:23:24.440 --> 00:23:26.080\nWe were intensely competitive.\n\n540\n00:23:26.080 --> 00:23:30.430\nSo if I had not written the entrance exam for the other school and gotten in,\n\n541\n00:23:30.430 --> 00:23:30.640\npeople\n\n542\n00:23:30.640 --> 00:23:33.880\nwould have said she's a success and interests of failure.\n\n543\n00:23:33.880 --> 00:23:38.590\nSo the only reason I wrote that business entrance exam was because I had to\n\n544\n00:23:38.590 --> 00:23:39.160\nkeep up\n\n545\n00:23:39.160 --> 00:23:40.680\nwith my sister.\n\n546\n00:23:40.680 --> 00:23:43.400\nFortunately, I got in and the rest was history.\n\n547\n00:23:43.400 --> 00:23:48.360\nBut I have to tell you, she was the real brains and she's the one that changed\n\n548\n00:23:48.360 --> 00:23:49.560\nthe trajectory\n\n549\n00:23:49.560 --> 00:23:53.720\nof our thinking to say there's something called business.\n\n550\n00:23:53.720 --> 00:23:57.350\nAnd I don't believe I sat down anytime and said, I'm going to be CEO of a\n\n551\n00:23:57.350 --> 00:23:58.040\ncompany because\n\n552\n00:23:58.040 --> 00:23:59.960\nI didn't know what that meant.\n\n553\n00:23:59.960 --> 00:24:03.160\nBecause always, let's do the job we're doing very well.\n\n554\n00:24:03.160 --> 00:24:04.440\nThe next one will come about.\n\n555\n00:24:04.440 --> 00:24:06.160\nLet's do the job well.\n\n556\n00:24:06.160 --> 00:24:07.440\nSomething will happen in the next job.\n\n557\n00:24:07.440 --> 00:24:11.870\nSo it was never a question of plotting the arc and saying in five years I've\n\n558\n00:24:11.870 --> 00:24:14.120\ngot to be\n\n559\n00:24:14.120 --> 00:24:19.950\nsenior vice president, 10 years and EVP, those were just impossible because we\n\n560\n00:24:19.950 --> 00:24:20.520\ndidn't\n\n561\n00:24:20.520 --> 00:24:23.640\nknow what that was.\n\n562\n00:24:23.640 --> 00:24:29.600\nYou know, for me, I really found out what I loved at the University of Missouri\n\n563\n00:24:29.600 --> 00:24:30.120\nwhere\n\n564\n00:24:30.120 --> 00:24:33.280\nI fell in love with the advertising and marketing.\n\n565\n00:24:33.280 --> 00:24:35.240\nOnce I found that, I knew I wanted to get in.\n\n566\n00:24:35.240 --> 00:24:36.240\nAnd I was just like you.\n\n567\n00:24:36.240 --> 00:24:38.000\nAnd I had to get a job.\n\n568\n00:24:38.000 --> 00:24:41.280\nMy first job, I was a copywriter and a small advertising agency.\n\n569\n00:24:41.280 --> 00:24:42.840\nAnd it was sort of like, that was it.\n\n570\n00:24:42.840 --> 00:24:43.840\nThat got me started.\n\n571\n00:24:43.840 --> 00:24:46.280\nThen I looked at like, what was the next job?\n\n572\n00:24:46.280 --> 00:24:47.280\nAnd what was the next job?\n\n573\n00:24:47.280 --> 00:24:48.280\nThe next job?\n\n574\n00:24:48.280 --> 00:24:51.380\nAnd the next thing I know, somehow I ended up CEO of young brands, but it just\n\n575\n00:24:51.380 --> 00:24:52.600\nwas a constant\n\n576\n00:24:52.600 --> 00:24:57.760\nprogression of pursuit of learning and trying to get better at whatever we do.\n\n577\n00:24:57.760 --> 00:25:01.950\nAndra, did you have any vision for how many kids you'd have or what your family\n\n578\n00:25:01.950 --> 00:25:02.280\n'd be\n\n579\n00:25:02.280 --> 00:25:03.920\nlike in addition to your job?\n\n580\n00:25:03.920 --> 00:25:10.670\nNo, I knew I wanted to get married and have kids, but I didn't have any vision\n\n581\n00:25:10.670 --> 00:25:11.200\nor plan\n\n582\n00:25:11.200 --> 00:25:13.280\nto have two kids or three kids or whatever.\n\n583\n00:25:13.280 --> 00:25:17.260\nYou know, I would have liked to have had more kids, you know, because I love\n\n584\n00:25:17.260 --> 00:25:17.960\nkids, but then\n\n585\n00:25:17.960 --> 00:25:20.160\nI was in a car accident and all that stuff.\n\n586\n00:25:20.160 --> 00:25:22.120\nSo a lot of things got delayed.\n\n587\n00:25:22.120 --> 00:25:26.330\nYou know, but also coming back to what you were saying, David, in every job\n\n588\n00:25:26.330 --> 00:25:26.880\nthat you\n\n589\n00:25:26.880 --> 00:25:27.880\ndid, you excelled.\n\n590\n00:25:27.880 --> 00:25:31.440\nYou worked at that job and you excelled at it.\n\n591\n00:25:31.440 --> 00:25:34.160\nAnd that gave you the right to go to the next job.\n\n592\n00:25:34.160 --> 00:25:39.320\nSo you have to demonstrate excellence in the job, including parenting, you know\n\n593\n00:25:39.320 --> 00:25:39.480\n, having\n\n594\n00:25:39.480 --> 00:25:42.720\nmy two kids is a bigger test.\n\n595\n00:25:42.720 --> 00:25:46.690\nAnd so, you know, whether you want to have more kids or not, you've got to pass\n\n596\n00:25:46.690 --> 00:25:47.400\nthe test\n\n597\n00:25:47.400 --> 00:25:49.360\nwith your first two kids.\n\n598\n00:25:49.360 --> 00:25:51.760\nAnd I'd say 50% of the time, they'll say, \"Great, mom.\"\n\n599\n00:25:51.760 --> 00:25:54.840\nThe other 50% will say, \"Mom, come on.\"\n\n600\n00:25:54.840 --> 00:25:56.200\nShe was not even there.\n\n601\n00:25:56.200 --> 00:25:59.120\nSo it depends on the time or day that you get them.\n\n602\n00:25:59.120 --> 00:26:05.020\nYeah, I'm curious as we move on in the conversation, just to talk about the\n\n603\n00:26:05.020 --> 00:26:06.320\nearly years when you\n\n604\n00:26:06.320 --> 00:26:07.480\nboth had young children.\n\n605\n00:26:07.480 --> 00:26:10.680\nI mean, did you feel the pressure to do it all?\n\n606\n00:26:10.680 --> 00:26:12.400\nOf course, all the time.\n\n607\n00:26:12.400 --> 00:26:16.520\nBut because I had Raj and we sort of divvied up all our responsibilities\n\n608\n00:26:16.520 --> 00:26:17.720\nequally, Ashley,\n\n609\n00:26:17.720 --> 00:26:21.540\nwe would sit down with the calendars and plan out the next three months, six\n\n610\n00:26:21.540 --> 00:26:22.120\nmonths,\n\n611\n00:26:22.120 --> 00:26:25.110\nwhich family member we're going to import from India on a vacation for three\n\n612\n00:26:25.110 --> 00:26:25.480\nmonths\n\n613\n00:26:25.480 --> 00:26:27.600\nto help us out and then go back.\n\n614\n00:26:27.600 --> 00:26:30.280\nThose days were very tough to get visas and all that stuff.\n\n615\n00:26:30.280 --> 00:26:36.320\nSo we sit down and plan these days and months and years very, very carefully.\n\n616\n00:26:36.320 --> 00:26:40.640\nAnd if at any point in time, both of us were not going to be home or one of us\n\n617\n00:26:40.640 --> 00:26:41.160\nwas not\n\n618\n00:26:41.160 --> 00:26:44.450\ngoing to be home because we made a commitment that one of us would always be\n\n619\n00:26:44.450 --> 00:26:44.920\nhome every\n\n620\n00:26:44.920 --> 00:26:46.000\nnight.\n\n621\n00:26:46.000 --> 00:26:49.800\nAnd if at any point both of us were going to be away, we made sure that a\n\n622\n00:26:49.800 --> 00:26:50.760\nfamily member\n\n623\n00:26:50.760 --> 00:26:52.040\nwas at home.\n\n624\n00:26:52.040 --> 00:26:55.000\nIt required a lot of planning, a lot of planning.\n\n625\n00:26:55.000 --> 00:26:57.280\nBecause we couldn't talk to the kids face to face.\n\n626\n00:26:57.280 --> 00:27:00.280\nIt had to be through landline telephones those days.\n\n627\n00:27:00.280 --> 00:27:06.520\nIf you even know what it is, you know, you had to plan life very, very\n\n628\n00:27:06.520 --> 00:27:07.360\ndifferently,\n\n629\n00:27:07.360 --> 00:27:09.440\nvery differently.\n\n630\n00:27:09.440 --> 00:27:12.480\nAnd you know, somehow it all worked out.\n\n631\n00:27:12.480 --> 00:27:17.720\nBut my hope is that this next generation doesn't have to struggle as much.\n\n632\n00:27:17.720 --> 00:27:22.240\nSo I think my own commitment to my kids is I know what I went through.\n\n633\n00:27:22.240 --> 00:27:23.560\nI know everybody was.\n\n634\n00:27:23.560 --> 00:27:25.920\nI want grandkids, you want kids.\n\n635\n00:27:25.920 --> 00:27:30.560\nSo whenever you choose to get married and have kids, we have to make life easy\n\n636\n00:27:30.560 --> 00:27:32.320\nfor you.\n\n637\n00:27:32.320 --> 00:27:33.920\nNot go to what we went through.\n\n638\n00:27:33.920 --> 00:27:38.480\nIt's interesting, you know, when we got married, Wendy told me we'd never have\n\n639\n00:27:38.480 --> 00:27:39.640\nchildren because\n\n640\n00:27:39.640 --> 00:27:42.240\nshe was a diabetic and she didn't think it was possible.\n\n641\n00:27:42.240 --> 00:27:43.520\nShe was a type one diabetic.\n\n642\n00:27:43.520 --> 00:27:46.360\nBut after nine years, she said, David, I want to have a baby.\n\n643\n00:27:46.360 --> 00:27:48.080\nI said, well, you can't.\n\n644\n00:27:48.080 --> 00:27:51.400\nAnd she says, oh, I've been to the doctors and we think we can give it a try.\n\n645\n00:27:51.400 --> 00:27:59.410\nSo she, you know, she got pregnant and, you know, after six months, she was\n\n646\n00:27:59.410 --> 00:28:00.040\nlike bedrest.\n\n647\n00:28:00.040 --> 00:28:06.480\nAnd at that point in time, I had to take over a lot of things in the household.\n\n648\n00:28:06.480 --> 00:28:09.640\nAnd I think that was when it really hit me.\n\n649\n00:28:09.640 --> 00:28:13.930\nMy gosh, she's been working as a sales representative for a television station\n\n650\n00:28:13.930 --> 00:28:15.720\ndoing a great job,\n\n651\n00:28:15.720 --> 00:28:19.680\npicking up the laundry, picking up the, you know, the groceries, doing the bulk\n\n652\n00:28:19.680 --> 00:28:20.040\nof all\n\n653\n00:28:20.040 --> 00:28:22.160\nthe stuff that really ran the household.\n\n654\n00:28:22.160 --> 00:28:24.400\nAnd now all of a sudden, I was doing all of that.\n\n655\n00:28:24.400 --> 00:28:31.750\nAnd it really opened my eyes up to just what a working mother has to go through\n\n656\n00:28:31.750 --> 00:28:32.120\n.\n\n657\n00:28:32.120 --> 00:28:34.020\nAnd you know, all the stuff she was doing.\n\n658\n00:28:34.020 --> 00:28:37.160\nAnd I think from that point on, I became a heck of a lot better because I was\n\n659\n00:28:37.160 --> 00:28:38.160\nmore empathetic\n\n660\n00:28:38.160 --> 00:28:40.320\nwith everything that she was going through.\n\n661\n00:28:40.320 --> 00:28:45.230\nAnd you know, I always really counsel everybody to make sure that you divide\n\n662\n00:28:45.230 --> 00:28:46.800\nthe responsibilities\n\n663\n00:28:46.800 --> 00:28:51.740\nand that, you know, the tasks are not male and female, they're family tasks\n\n664\n00:28:51.740 --> 00:28:52.440\nthat need\n\n665\n00:28:52.440 --> 00:28:53.440\nto be shared.\n\n666\n00:28:53.440 --> 00:28:55.680\nI think that's a very important line, David.\n\n667\n00:28:55.680 --> 00:28:58.650\nI think when we start talking about kids and all that stuff, we've got to make\n\n668\n00:28:58.650 --> 00:28:58.920\nsure\n\n669\n00:28:58.920 --> 00:29:04.240\npeople realize it's family, not female, very important line.\n\n670\n00:29:04.240 --> 00:29:08.440\nAnd I have to tell you, there was one time in my life, early on, where I took\n\n671\n00:29:08.440 --> 00:29:09.080\n10 days\n\n672\n00:29:09.080 --> 00:29:13.200\noff and I said, I'm just going to stay home, not work and see what it's like to\n\n673\n00:29:13.200 --> 00:29:13.760\nbe, you\n\n674\n00:29:13.760 --> 00:29:16.600\nknow, a mother at home full time.\n\n675\n00:29:16.600 --> 00:29:20.080\nIn two days, I was exhausted, exhausted.\n\n676\n00:29:20.080 --> 00:29:24.040\nThere's so much work and you're on all the time.\n\n677\n00:29:24.040 --> 00:29:25.560\nAnd there's no break.\n\n678\n00:29:25.560 --> 00:29:29.360\nYou know, you find things to do, clean the house, organize this, organize that.\n\n679\n00:29:29.360 --> 00:29:30.520\nYou're driving all the time.\n\n680\n00:29:30.520 --> 00:29:34.080\nYou're the driver, you're the organizer, you're the cook, the cleaner, you're\n\n681\n00:29:34.080 --> 00:29:34.920\neverything.\n\n682\n00:29:34.920 --> 00:29:40.630\nSo I think we all owe a debt of gratitude to mothers at home, especially\n\n683\n00:29:40.630 --> 00:29:41.680\nmothers who\n\n684\n00:29:41.680 --> 00:29:45.040\ndon't work outside the house and they don't have a break from work.\n\n685\n00:29:45.040 --> 00:29:47.040\nWe really owe them a debt of gratitude.\n\n686\n00:29:47.040 --> 00:29:49.040\nAnd so you're right David.\n\n687\n00:29:49.040 --> 00:29:50.040\nYeah.\n\n688\n00:29:50.040 --> 00:29:51.040\nAnd you're right.\n\n689\n00:29:51.040 --> 00:29:52.040\nI fully agree with what you're saying.\n\n690\n00:29:52.040 --> 00:29:53.040\nYeah.\n\n691\n00:29:53.040 --> 00:29:55.790\nI think it's really interesting that you did that sit down ahead of time\n\n692\n00:29:55.790 --> 00:29:56.440\nbecause I feel\n\n693\n00:29:56.440 --> 00:30:00.190\nlike that's my Sunday night ritual is getting out our whiteboard and planning\n\n694\n00:30:00.190 --> 00:30:00.800\nout what our\n\n695\n00:30:00.800 --> 00:30:02.760\nweek will look like.\n\n696\n00:30:02.760 --> 00:30:07.450\nBut it helps me maintain some mental health, I think, knowing that everyone's\n\n697\n00:30:07.450 --> 00:30:08.320\ncared for.\n\n698\n00:30:08.320 --> 00:30:12.440\nSo I think these conversations with your spouse are really important.\n\n699\n00:30:12.440 --> 00:30:16.930\nHow did you all intentionally build alignment with your spouse around these\n\n700\n00:30:16.930 --> 00:30:18.240\nroles and responsibility?\n\n701\n00:30:18.240 --> 00:30:21.480\nI mean, was that a conversation you had early in your marriages or was it\n\n702\n00:30:21.480 --> 00:30:22.160\nsomething that\n\n703\n00:30:22.160 --> 00:30:23.520\ndeveloped over time?\n\n704\n00:30:23.520 --> 00:30:26.680\nAnd what advice would you give to us about how to do that?\n\n705\n00:30:26.680 --> 00:30:30.990\nPick your spouse very carefully because many times you end up falling in love\n\n706\n00:30:30.990 --> 00:30:31.880\nwith somebody\n\n707\n00:30:31.880 --> 00:30:36.280\nyou marry them without really knowing how you're going to navigate life.\n\n708\n00:30:36.280 --> 00:30:38.680\nYou think love will carry you through life.\n\n709\n00:30:38.680 --> 00:30:39.680\nSometimes it does.\n\n710\n00:30:39.680 --> 00:30:42.000\nBut in many cases, it doesn't.\n\n711\n00:30:42.000 --> 00:30:45.760\nAnd so I think it's important that upfront you have the conversations on.\n\n712\n00:30:45.760 --> 00:30:47.040\nI intend to keep working.\n\n713\n00:30:47.040 --> 00:30:50.640\nBoth of us are going to contribute to creating wealth for the family.\n\n714\n00:30:50.640 --> 00:30:54.010\nWe have to make sure we understand that families are fragile and we have to\n\n715\n00:30:54.010 --> 00:30:54.760\nmake sure both\n\n716\n00:30:54.760 --> 00:30:59.480\nof us have the economic means to keep this family going.\n\n717\n00:30:59.480 --> 00:31:04.990\nAnd it means you're going to have to contribute to childcare, not just money,\n\n718\n00:31:04.990 --> 00:31:06.360\ntime and effort.\n\n719\n00:31:06.360 --> 00:31:11.160\nAnd we both have to address adversity together and the joys together.\n\n720\n00:31:11.160 --> 00:31:15.120\nAnd you've got to make sure either family does not interfere.\n\n721\n00:31:15.120 --> 00:31:19.410\nThe parents of both husband and wife don't interfere in that discussions\n\n722\n00:31:19.410 --> 00:31:20.400\nbecause in many\n\n723\n00:31:20.400 --> 00:31:25.190\nIndian families in particular, actually, the boys' parents don't like to see\n\n724\n00:31:25.190 --> 00:31:26.080\nthe daughter\n\n725\n00:31:26.080 --> 00:31:27.580\nin law working.\n\n726\n00:31:27.580 --> 00:31:29.440\nSo in my case, I had the opposite.\n\n727\n00:31:29.440 --> 00:31:31.920\nI had in laws who said, let's support her.\n\n728\n00:31:31.920 --> 00:31:33.560\nWe're so proud of her.\n\n729\n00:31:33.560 --> 00:31:35.520\nLet her keep working.\n\n730\n00:31:35.520 --> 00:31:39.200\nAnd they were my biggest, biggest tailwinds.\n\n731\n00:31:39.200 --> 00:31:42.000\nSo I think it's important that you have these conversations.\n\n732\n00:31:42.000 --> 00:31:45.600\nI don't know if you and Wendy had these conversations before you got married.\n\n733\n00:31:45.600 --> 00:31:46.680\nAre you just assumed?\n\n734\n00:31:46.680 --> 00:31:51.390\nI think we had love carrying the day for a while until we really got into our\n\n735\n00:31:51.390 --> 00:31:51.960\njobs and\n\n736\n00:31:51.960 --> 00:31:54.040\nour careers.\n\n737\n00:31:54.040 --> 00:31:58.080\nAnd then Wendy, she made a lot more money than I did early on in the career.\n\n738\n00:31:58.080 --> 00:32:01.800\nAnd then she had health issues and we had the baby, Ed Ashley.\n\n739\n00:32:01.800 --> 00:32:05.280\nAnd then all of a sudden, she's going to stay at home.\n\n740\n00:32:05.280 --> 00:32:07.680\nAnd I think we worked our way through the process.\n\n741\n00:32:07.680 --> 00:32:13.440\nBut my feeling is, Zindra, is that a marriage life with your partner is sort of\n\n742\n00:32:13.440 --> 00:32:14.120\nlike being\n\n743\n00:32:14.120 --> 00:32:15.720\non a teeter totter.\n\n744\n00:32:15.720 --> 00:32:17.600\nYou're never 100%.\n\n745\n00:32:17.600 --> 00:32:18.600\nYou're never equal.\n\n746\n00:32:18.600 --> 00:32:19.720\nYou're never really balanced.\n\n747\n00:32:19.720 --> 00:32:23.640\nThere's always somebody that has to give more as things go up and down.\n\n748\n00:32:23.640 --> 00:32:27.210\nAnd I think that what you want to have in a marriage is that sometimes you're\n\n749\n00:32:27.210 --> 00:32:27.760\ngoing to\n\n750\n00:32:27.760 --> 00:32:29.000\nhave to give more than the other person.\n\n751\n00:32:29.000 --> 00:32:31.080\nAnd you just do it because you know you have to.\n\n752\n00:32:31.080 --> 00:32:34.080\nAnd you want the other person feeling the same way.\n\n753\n00:32:34.080 --> 00:32:38.920\nAnd I think that's how Wendy and I basically stayed together over the years.\n\n754\n00:32:38.920 --> 00:32:41.520\nAnd she's had a lot of challenges.\n\n755\n00:32:41.520 --> 00:32:46.110\nBut together, we've always been in there to support Ashley every way we could\n\n756\n00:32:46.110 --> 00:32:46.280\nand to\n\n757\n00:32:46.280 --> 00:32:50.520\nsupport each other with whatever health issues that we have.\n\n758\n00:32:50.520 --> 00:32:55.730\nDavid, beautifully put, I think if both people in the marriage are committed to\n\n759\n00:32:55.730 --> 00:32:56.240\neach other\n\n760\n00:32:56.240 --> 00:33:00.680\nand the kids, okay, in the family units, they're committed to it.\n\n761\n00:33:00.680 --> 00:33:04.840\nAnd stay committed to the fact that you work your way through adversity.\n\n762\n00:33:04.840 --> 00:33:06.240\nIt works out fine.\n\n763\n00:33:06.240 --> 00:33:09.840\nWhen you see, you know, breaking up is an easy way out.\n\n764\n00:33:09.840 --> 00:33:11.560\nI think that's when things get messy.\n\n765\n00:33:11.560 --> 00:33:15.910\nIndra, you mentioned earlier just kind of talking about some of the standards\n\n766\n00:33:15.910 --> 00:33:16.360\nthat are\n\n767\n00:33:16.360 --> 00:33:18.840\nput on women and the responsibilities.\n\n768\n00:33:18.840 --> 00:33:22.230\nI was reading your book, watching a softball game and in between softball games\n\n769\n00:33:22.230 --> 00:33:22.600\nfrom my\n\n770\n00:33:22.600 --> 00:33:23.960\ndaughter's tournament.\n\n771\n00:33:23.960 --> 00:33:27.610\nAnd I had this mom come up to me and she looked at your book and she was like,\n\n772\n00:33:27.610 --> 00:33:27.840\noh, I've\n\n773\n00:33:27.840 --> 00:33:29.640\nbeen wanting to read that.\n\n774\n00:33:29.640 --> 00:33:32.480\nBecause does it all address mom guilt?\n\n775\n00:33:32.480 --> 00:33:36.920\nAnd I can't tell you how much I have women talk to me about mom guilt.\n\n776\n00:33:36.920 --> 00:33:41.120\nYou know, some story about how bad they feel about this or that.\n\n777\n00:33:41.120 --> 00:33:44.480\nCan you tell me, do you think mom guilt is like a real thing?\n\n778\n00:33:44.480 --> 00:33:46.320\nAnd how did you combat it?\n\n779\n00:33:46.320 --> 00:33:47.320\nI didn't combat it.\n\n780\n00:33:47.320 --> 00:33:48.320\nI lived with it.\n\n781\n00:33:48.320 --> 00:33:49.320\nYeah.\n\n782\n00:33:49.320 --> 00:33:51.200\nI think we have a perfection gene.\n\n783\n00:33:51.200 --> 00:33:52.440\nIt's not just guilt.\n\n784\n00:33:52.440 --> 00:33:53.720\nWe have a perfection gene.\n\n785\n00:33:53.720 --> 00:33:54.920\nWe want to be the best mom.\n\n786\n00:33:54.920 --> 00:33:58.120\nWe want to be the best wife, the best executive, the best everything.\n\n787\n00:33:58.120 --> 00:34:01.640\nIt's not possible because they're all full time jobs.\n\n788\n00:34:01.640 --> 00:34:05.000\nSo in the course of juggling, we're actually making trade offs.\n\n789\n00:34:05.000 --> 00:34:09.240\nAnd with every trade off comes a twinge of guilt.\n\n790\n00:34:09.240 --> 00:34:11.000\nSo you live with that all the time.\n\n791\n00:34:11.000 --> 00:34:14.920\nIt takes real effort to dump that guilt.\n\n792\n00:34:14.920 --> 00:34:18.940\nAnd you know, if your chocolate chip cookie delivery to school is not perfect,\n\n793\n00:34:18.940 --> 00:34:19.440\nwhen it's\n\n794\n00:34:19.440 --> 00:34:21.680\nyour turn to do cookies, you feel guilty.\n\n795\n00:34:21.680 --> 00:34:22.680\nForget it.\n\n796\n00:34:22.680 --> 00:34:25.940\nA chocolate chip cookie, whether it's round or shapeless, still tastes like a\n\n797\n00:34:25.940 --> 00:34:26.480\nchocolate\n\n798\n00:34:26.480 --> 00:34:27.760\nchip cookie.\n\n799\n00:34:27.760 --> 00:34:31.920\nWe have to forget all this and go, hey, it tastes good.\n\n800\n00:34:31.920 --> 00:34:32.920\nEat it.\n\n801\n00:34:32.920 --> 00:34:34.720\nYou can send me that.\n\n802\n00:34:34.720 --> 00:34:41.620\nSo I think we have to let go of the perfection gene and sort of make life\n\n803\n00:34:41.620 --> 00:34:43.400\neasier for us.\n\n804\n00:34:43.400 --> 00:34:45.680\nI'm going to come back at something actually.\n\n805\n00:34:45.680 --> 00:34:50.120\nI think our sisterhood has to get stronger.\n\n806\n00:34:50.120 --> 00:34:52.320\nWomen have to form strong sisterhoods.\n\n807\n00:34:52.320 --> 00:34:55.280\nWhere we tell each other, it's okay.\n\n808\n00:34:55.280 --> 00:34:56.840\nJust don't worry about it.\n\n809\n00:34:56.840 --> 00:34:58.840\nYou deliver chocolate chip cookies, right?\n\n810\n00:34:58.840 --> 00:35:01.800\nHalf of them look like Australia or South America.\n\n811\n00:35:01.800 --> 00:35:06.080\nIt doesn't matter as long as some look round like the world.\n\n812\n00:35:06.080 --> 00:35:07.320\nThat's all that matters.\n\n813\n00:35:07.320 --> 00:35:08.880\nThey all taste good.\n\n814\n00:35:08.880 --> 00:35:12.000\nIt's a lesson in geography that the kids got.\n\n815\n00:35:12.000 --> 00:35:13.200\nDon't worry about it.\n\n816\n00:35:13.200 --> 00:35:15.840\nYou have to find humor in everything you do.\n\n817\n00:35:15.840 --> 00:35:17.280\nOtherwise the guilt overcomes.\n\n818\n00:35:17.280 --> 00:35:19.440\nIt takes you over.\n\n819\n00:35:19.440 --> 00:35:20.440\nDefinitely.\n\n820\n00:35:20.440 --> 00:35:22.680\nBut men also go through guilt, believe it or not.\n\n821\n00:35:22.680 --> 00:35:23.680\nYeah, that's right.\n\n822\n00:35:23.680 --> 00:35:24.680\nYou just don't talk about it.\n\n823\n00:35:24.680 --> 00:35:25.680\nRight.\n\n824\n00:35:25.680 --> 00:35:26.960\nNext question for Dad.\n\n825\n00:35:26.960 --> 00:35:28.720\nDid you ever feel guilty?\n\n826\n00:35:28.720 --> 00:35:31.520\nDid you ever envy the female role?\n\n827\n00:35:31.520 --> 00:35:36.160\nWell, I've always been a person that wanted to be two places at one time.\n\n828\n00:35:36.160 --> 00:35:40.160\nIf I was out of town doing something, I wanted to be home.\n\n829\n00:35:40.160 --> 00:35:46.120\nIt's like I've always had that pulling, that tension throughout my life.\n\n830\n00:35:46.120 --> 00:35:49.640\nNo, that tongue is what causes guilt ultimately.\n\n831\n00:35:49.640 --> 00:35:55.960\nI think if people like you, men in the halls of power, can say, we're going to\n\n832\n00:35:55.960 --> 00:35:56.440\nsupport\n\n833\n00:35:56.440 --> 00:35:57.440\nwomen.\n\n834\n00:35:57.440 --> 00:36:00.200\nWe're going to make sure they're not treated differently.\n\n835\n00:36:00.200 --> 00:36:02.930\nWe're going to make sure that if we spot unequal treatment, we're going to nip\n\n836\n00:36:02.930 --> 00:36:04.000\nit in the butt,\n\n837\n00:36:04.000 --> 00:36:05.960\nthe world would be a better place.\n\n838\n00:36:05.960 --> 00:36:10.630\nAnd I think women in particular won't have the burden of being treated\n\n839\n00:36:10.630 --> 00:36:11.720\ndifferently at\n\n840\n00:36:11.720 --> 00:36:13.720\nwork and carry that home.\n\n841\n00:36:13.720 --> 00:36:15.760\nThen you feel even more guilty.\n\n842\n00:36:15.760 --> 00:36:19.080\nWhy did I go to the office when I'm treated like shit and I come home?\n\n843\n00:36:19.080 --> 00:36:22.210\nI think you always have to look at it through the lens of would I want my\n\n844\n00:36:22.210 --> 00:36:23.080\ndaughter or wife\n\n845\n00:36:23.080 --> 00:36:26.360\nto go through these experiences that other people are going through?\n\n846\n00:36:26.360 --> 00:36:29.440\nAnd the answer is no change the environment.\n\n847\n00:36:29.440 --> 00:36:35.020\nSo we've got to make men in power, people like you, to stand up and say, we're\n\n848\n00:36:35.020 --> 00:36:35.240\ngoing\n\n849\n00:36:35.240 --> 00:36:37.640\nto stop this unconscious bias at work.\n\n850\n00:36:37.640 --> 00:36:38.640\nYeah, I agree.\n\n851\n00:36:38.640 --> 00:36:43.800\nAnd things happen when you have female executives on your team.\n\n852\n00:36:43.800 --> 00:36:48.430\nIt's like, I remember coming to Yum one day and an buyer line, our chief people\n\n853\n00:36:48.430 --> 00:36:49.080\nofficers\n\n854\n00:36:49.080 --> 00:36:51.160\nsays, hey, I want you to come down and see something.\n\n855\n00:36:51.160 --> 00:36:55.880\nAnd I'm really proud that she did this, but she created the daycare center.\n\n856\n00:36:55.880 --> 00:36:57.360\nAnd we went in there and she did this.\n\n857\n00:36:57.360 --> 00:36:58.360\nBut you know what?\n\n858\n00:36:58.360 --> 00:37:02.040\nI have to be honest, wouldn't have been on my top 10 list of something that I\n\n859\n00:37:02.040 --> 00:37:02.400\nwould have\n\n860\n00:37:02.400 --> 00:37:05.120\npersonally done, but she knew it was needed.\n\n861\n00:37:05.120 --> 00:37:06.680\nShe took ownership of it.\n\n862\n00:37:06.680 --> 00:37:07.680\nShe made it happen.\n\n863\n00:37:07.680 --> 00:37:14.120\nAnd I talked to Tracy Skeens, who runs our HR function at Yum.\n\n864\n00:37:14.120 --> 00:37:20.360\nAnd we have baby bonding now, four weeks vacation as soon as you hit the door.\n\n865\n00:37:20.360 --> 00:37:24.280\nThese are things that wouldn't have been necessarily top of mind for me.\n\n866\n00:37:24.280 --> 00:37:29.950\nBut I think when you have that female voice in your company that's strong and\n\n867\n00:37:29.950 --> 00:37:30.640\nreally will\n\n868\n00:37:30.640 --> 00:37:34.840\nmake the statement, you start doing the things that you need to have done.\n\n869\n00:37:34.840 --> 00:37:38.180\nSo maybe it wasn't top of mind for me, but I have a great appreciation and\n\n870\n00:37:38.180 --> 00:37:39.920\nempathy for\n\n871\n00:37:39.920 --> 00:37:44.060\nthe importance of having women in positions of power to make these things\n\n872\n00:37:44.060 --> 00:37:44.760\nhappen.\n\n873\n00:37:44.760 --> 00:37:48.960\nAnd I think we have to put families, family builders, women into the core of\n\n874\n00:37:48.960 --> 00:37:49.520\nall these\n\n875\n00:37:49.520 --> 00:37:52.520\ndiscussions, not keep them fringe.\n\n876\n00:37:52.520 --> 00:37:56.900\nAnd we have to bring empathy and humanity into the workplace and decision\n\n877\n00:37:56.900 --> 00:37:57.640\nmaking.\n\n878\n00:37:57.640 --> 00:38:01.020\nI'd love to talk about work a little bit now because I feel like we're headed\n\n879\n00:38:01.020 --> 00:38:01.440\nin that\n\n880\n00:38:01.440 --> 00:38:02.440\ndirection.\n\n881\n00:38:02.440 --> 00:38:08.040\nIn 1994, there were no female CEOs at Fortune 500 companies.\n\n882\n00:38:08.040 --> 00:38:12.040\nAnd honestly, I don't know how many women actually recognize that stat.\n\n883\n00:38:12.040 --> 00:38:16.000\nI wrote it and I was like, \"That's crazy to me.\"\n\n884\n00:38:16.000 --> 00:38:21.670\nAnd then I kept seeing on Google, the press just screaming about how we had 41\n\n885\n00:38:21.670 --> 00:38:22.280\nfemale\n\n886\n00:38:22.280 --> 00:38:25.840\nCEOs at Fortune 500 companies in 2021.\n\n887\n00:38:25.840 --> 00:38:27.680\nAnd two of them were black women.\n\n888\n00:38:27.680 --> 00:38:30.440\nAnd the press was acting like this was such an accomplishment.\n\n889\n00:38:30.440 --> 00:38:33.480\nI look at that and that doesn't feel like much progress.\n\n890\n00:38:33.480 --> 00:38:38.290\nSo really, what do you think it's going to take to get more women into the C-su\n\n891\n00:38:38.290 --> 00:38:38.760\nite?\n\n892\n00:38:38.760 --> 00:38:40.320\nTwo or three things.\n\n893\n00:38:40.320 --> 00:38:42.200\nOne, we have to develop the pipeline.\n\n894\n00:38:42.200 --> 00:38:45.040\nWe have to make sure women stay in the workforce.\n\n895\n00:38:45.040 --> 00:38:46.480\nWomen are wicked smart.\n\n896\n00:38:46.480 --> 00:38:50.360\n70% of high school valedictorians are women.\n\n897\n00:38:50.360 --> 00:38:54.480\nMore than 50% of the top grades from colleges are from women.\n\n898\n00:38:54.480 --> 00:38:59.200\nAnd STEM disciplines, women have one whole point of GPA more than men.\n\n899\n00:38:59.200 --> 00:39:01.360\nWomen are getting more professional degrees.\n\n900\n00:39:01.360 --> 00:39:02.360\nWomen are hungry.\n\n901\n00:39:02.360 --> 00:39:03.360\nThey want economic freedom.\n\n902\n00:39:03.360 --> 00:39:05.360\nThey want the power of the purse.\n\n903\n00:39:05.360 --> 00:39:09.460\nSo we have this wicked smart talent pool at a point when we want the best and\n\n904\n00:39:09.460 --> 00:39:10.200\nbrightest\n\n905\n00:39:10.200 --> 00:39:13.080\nbe working in our paid jobs.\n\n906\n00:39:13.080 --> 00:39:15.080\nSo the country can move forward.\n\n907\n00:39:15.080 --> 00:39:18.440\nYou know, I look at MIT where I sit on the board, Ashley.\n\n908\n00:39:18.440 --> 00:39:22.120\n47% of MIT engineers are women.\n\n909\n00:39:22.120 --> 00:39:25.560\nAnd so Caltech, Georgia Tech, they're all 30, 35% women.\n\n910\n00:39:25.560 --> 00:39:29.240\nSo women are really doing extraordinarily well.\n\n911\n00:39:29.240 --> 00:39:33.310\nSo we have to find a way to deploy them in the workforce but keep them in the\n\n912\n00:39:33.310 --> 00:39:34.160\nworkforce.\n\n913\n00:39:34.160 --> 00:39:35.800\nWomen leave for several reasons.\n\n914\n00:39:35.800 --> 00:39:40.400\nOne, they don't know how to balance motherhood and the job.\n\n915\n00:39:40.400 --> 00:39:42.640\nAnd we haven't made it easy for them.\n\n916\n00:39:42.640 --> 00:39:47.960\nSecond, they're just tired of things like unconscious bias in the workplace,\n\n917\n00:39:47.960 --> 00:39:48.360\nthe fact\n\n918\n00:39:48.360 --> 00:39:51.840\nthat there's no pay parity many times.\n\n919\n00:39:51.840 --> 00:39:55.410\nAnd so I think we have to remove all of these barriers that exist in the\n\n920\n00:39:55.410 --> 00:39:56.240\nworkplace.\n\n921\n00:39:56.240 --> 00:40:01.080\nSo women don't see their confidence being stripped through things like\n\n922\n00:40:01.080 --> 00:40:02.480\nunconscious bias.\n\n923\n00:40:02.480 --> 00:40:06.000\nAnd once you strip confidence, it strips their competence.\n\n924\n00:40:06.000 --> 00:40:11.120\nSo we have to make sure the workplace is friendly to both men and women.\n\n925\n00:40:11.120 --> 00:40:15.060\nIt's friendly to the best talent, not just friendly to the definition, the\n\n926\n00:40:15.060 --> 00:40:15.600\nideal worker\n\n927\n00:40:15.600 --> 00:40:18.120\nof the past who happens to be a man.\n\n928\n00:40:18.120 --> 00:40:21.480\nBut the ideal work of the future is just a talented person.\n\n929\n00:40:21.480 --> 00:40:25.080\nIt doesn't matter what gender they are or what ethnicity of color.\n\n930\n00:40:25.080 --> 00:40:28.200\nSo we have to start thinking in very different ways.\n\n931\n00:40:28.200 --> 00:40:33.210\nAnd so if we did that, I think we would keep more women in the workforce,\n\n932\n00:40:33.210 --> 00:40:34.280\ncreate a better\n\n933\n00:40:34.280 --> 00:40:37.920\nenvironment, create care support structures.\n\n934\n00:40:37.920 --> 00:40:42.620\nAnd I think humanity will come back to companies, purpose will come back to\n\n935\n00:40:42.620 --> 00:40:43.600\ncompanies, and\n\n936\n00:40:43.600 --> 00:40:48.120\nwe will have a much better version of capitalism that's practiced.\n\n937\n00:40:48.120 --> 00:40:49.120\nYeah.\n\n938\n00:40:49.120 --> 00:40:54.000\nActually, maybe you should be CEO of that.\n\n939\n00:40:54.000 --> 00:40:55.000\nYou know.\n\n940\n00:40:55.000 --> 00:40:56.000\nSeriously.\n\n941\n00:40:56.000 --> 00:41:00.520\nNo, I mean, I've always aspired to lead an organization.\n\n942\n00:41:00.520 --> 00:41:04.760\nI think for me, I also really, if you were to ask me when I was a child, I\n\n943\n00:41:04.760 --> 00:41:05.480\nwanted to\n\n944\n00:41:05.480 --> 00:41:06.880\nbe a mom.\n\n945\n00:41:06.880 --> 00:41:08.000\nThat's what I wanted to be.\n\n946\n00:41:08.000 --> 00:41:10.360\nI was very set on.\n\n947\n00:41:10.360 --> 00:41:11.600\nThat was my thing.\n\n948\n00:41:11.600 --> 00:41:15.620\nI feel like I've found a nice in between right now that really works well for\n\n949\n00:41:15.620 --> 00:41:16.440\nmy family.\n\n950\n00:41:16.440 --> 00:41:20.770\nBut I do know the sacrifices that I'm going to have to make if I continue to\n\n951\n00:41:20.770 --> 00:41:21.440\ngrow in my\n\n952\n00:41:21.440 --> 00:41:23.120\njob and in my career.\n\n953\n00:41:23.120 --> 00:41:28.390\nSo I'm realistic about it, but I also sometimes don't want to take that step\n\n954\n00:41:28.390 --> 00:41:29.380\nforward just\n\n955\n00:41:29.380 --> 00:41:33.520\nbecause I know the time that I have right now with my children is limited.\n\n956\n00:41:33.520 --> 00:41:38.430\nAnd so I am hopeful though, because I do feel like this conversation and more\n\n957\n00:41:38.430 --> 00:41:39.000\npeople\n\n958\n00:41:39.000 --> 00:41:40.560\nare talking about it.\n\n959\n00:41:40.560 --> 00:41:44.500\nI feel like that was one of the blessings of COVID if there were any was that\n\n960\n00:41:44.500 --> 00:41:45.080\npeople are\n\n961\n00:41:45.080 --> 00:41:48.890\nstarting to recognize how challenging this is and that there need to be more\n\n962\n00:41:48.890 --> 00:41:49.440\npathways\n\n963\n00:41:49.440 --> 00:41:52.440\nand supports behind getting women in the workforce.\n\n964\n00:41:52.440 --> 00:41:56.680\nBut actually, actually, you made some great points because you're right.\n\n965\n00:41:56.680 --> 00:42:01.480\nIt's got to be allowing choice, whoever wants to do whatever they want.\n\n966\n00:42:01.480 --> 00:42:05.210\nIf they want to balance work and motherhood, we should give them the choice to\n\n967\n00:42:05.210 --> 00:42:05.720\ndo it.\n\n968\n00:42:05.720 --> 00:42:08.880\nIf you want to be in the workforce, we should give them the choice to do it.\n\n969\n00:42:08.880 --> 00:42:11.200\nWe should give them the support structures to do it.\n\n970\n00:42:11.200 --> 00:42:12.200\nSo it's about choice.\n\n971\n00:42:12.200 --> 00:42:13.200\nThis is not about mandates.\n\n972\n00:42:13.200 --> 00:42:15.440\nYou have to work or you have to stay home.\n\n973\n00:42:15.440 --> 00:42:17.640\nThis is about enabling choice.\n\n974\n00:42:17.640 --> 00:42:19.280\nAnd that's really what we're talking about.\n\n975\n00:42:19.280 --> 00:42:24.040\nI think it's kind of interesting in your book, you talk about the flexibility\n\n976\n00:42:24.040 --> 00:42:24.040\nstigma,\n\n977\n00:42:24.040 --> 00:42:28.200\nyou know, that that is a challenge for women in the workforce.\n\n978\n00:42:28.200 --> 00:42:32.490\nAnd, you know, sometimes I wish men recognized all the challenges that women\n\n979\n00:42:32.490 --> 00:42:33.800\nare facing and\n\n980\n00:42:33.800 --> 00:42:36.950\nwhen we're trying to work and how we're getting things done that, yes,\n\n981\n00:42:36.950 --> 00:42:37.640\nsometimes we\n\n982\n00:42:37.640 --> 00:42:40.200\nmight require some more flexibility.\n\n983\n00:42:40.200 --> 00:42:43.160\nBut that doesn't mean we're going to do a bad job.\n\n984\n00:42:43.160 --> 00:42:45.280\nWe'll probably double it.\n\n985\n00:42:45.280 --> 00:42:46.280\nBut that's pressure again.\n\n986\n00:42:46.280 --> 00:42:51.030\nWell, you're right because I'm worried that if the rules of the company are,\n\n987\n00:42:51.030 --> 00:42:51.960\nwhoever wants\n\n988\n00:42:51.960 --> 00:42:56.320\nto come in, come in, whoever wants to work from home, do it, you shouldn't end\n\n989\n00:42:56.320 --> 00:42:56.800\nup with\n\n990\n00:42:56.800 --> 00:43:00.000\nthe situation where all the men come to work and all the women work flexibly,\n\n991\n00:43:00.000 --> 00:43:00.400\nin which\n\n992\n00:43:00.400 --> 00:43:03.480\ncase we're creating two classes of citizens.\n\n993\n00:43:03.480 --> 00:43:07.020\nNow we're all in the early days of deciding what the future of work is going to\n\n994\n00:43:07.020 --> 00:43:07.240\nbe.\n\n995\n00:43:07.240 --> 00:43:12.650\nI hope it's more rule-based, which says this group comes in two days a week and\n\n996\n00:43:12.650 --> 00:43:13.120\nthis group\n\n997\n00:43:13.120 --> 00:43:15.120\ncomes in three days a week the next time.\n\n998\n00:43:15.120 --> 00:43:17.120\nSo I hope it's more rule-based.\n\n999\n00:43:17.120 --> 00:43:23.320\nSo no group feels like they were separated into those that went into the office\n\n1000\n00:43:23.320 --> 00:43:23.680\nand\n\n1001\n00:43:23.680 --> 00:43:27.040\nwere visible versus those that worked remotely.\n\n1002\n00:43:27.040 --> 00:43:28.520\nI worry about this a lot.\n\n1003\n00:43:28.520 --> 00:43:29.520\nYeah.\n\n1004\n00:43:29.520 --> 00:43:33.320\nYou know, the two skills, Andrew, that are so critical today for successful\n\n1005\n00:43:33.320 --> 00:43:34.240\nleaders,\n\n1006\n00:43:34.240 --> 00:43:38.160\nthe ability to have empathy, the ability to collaborate.\n\n1007\n00:43:38.160 --> 00:43:43.200\nAnd you know, all the research that I've seen says that women have those skills\n\n1008\n00:43:43.200 --> 00:43:43.920\nin spades\n\n1009\n00:43:43.920 --> 00:43:47.120\ncompared to men.\n\n1010\n00:43:47.120 --> 00:43:52.670\nAnd I think, you know, finding a way to showcase that is going to be critical\n\n1011\n00:43:52.670 --> 00:43:53.680\nfor women and\n\n1012\n00:43:53.680 --> 00:43:56.160\nmen as you climb the ladder.\n\n1013\n00:43:56.160 --> 00:43:57.800\nAnd it's going to be hard to do that at home.\n\n1014\n00:43:57.800 --> 00:43:58.800\nYeah.\n\n1015\n00:43:58.800 --> 00:44:00.560\nAnd you know, we're not talking about men or women.\n\n1016\n00:44:00.560 --> 00:44:02.560\nWe're talking about all the talent.\n\n1017\n00:44:02.560 --> 00:44:03.560\nTalent.\n\n1018\n00:44:03.560 --> 00:44:08.730\nSo what gender and ethnicity are the best talent has to be deployed for the\n\n1019\n00:44:08.730 --> 00:44:09.520\nfuture of\n\n1020\n00:44:09.520 --> 00:44:10.520\nthe economy.\n\n1021\n00:44:10.520 --> 00:44:11.840\nI like that definition.\n\n1022\n00:44:11.840 --> 00:44:13.120\nI think it's the best talent.\n\n1023\n00:44:13.120 --> 00:44:15.120\nIt's not male, female, it's the best talent.\n\n1024\n00:44:15.120 --> 00:44:19.390\nAnd those are the people that should be moving ahead and taking on more and\n\n1025\n00:44:19.390 --> 00:44:20.960\nmore responsibility.\n\n1026\n00:44:20.960 --> 00:44:21.960\nThat's right.\n\n1027\n00:44:21.960 --> 00:44:25.690\nAndrew, I'd really like for our female listeners to just get some advice from\n\n1028\n00:44:25.690 --> 00:44:26.400\nyou about how\n\n1029\n00:44:26.400 --> 00:44:28.080\nto handle yourself in the workplace.\n\n1030\n00:44:28.080 --> 00:44:31.200\nI know I've been in situations where I've been called honey.\n\n1031\n00:44:31.200 --> 00:44:33.160\nI've had people talk over me.\n\n1032\n00:44:33.160 --> 00:44:36.040\nI even occasionally get asked if I'm in high school.\n\n1033\n00:44:36.040 --> 00:44:39.280\nAnd I know I look young, but I'm starting to get a little bit older.\n\n1034\n00:44:39.280 --> 00:44:40.920\nSo I think that's going to go away soon.\n\n1035\n00:44:40.920 --> 00:44:42.560\nBut I do have a high voice.\n\n1036\n00:44:42.560 --> 00:44:47.200\nI've been told on the phone to get my mommy when I was like 15 years old.\n\n1037\n00:44:47.200 --> 00:44:49.560\nSo these things stick with you, you know?\n\n1038\n00:44:49.560 --> 00:44:54.680\nAnd so I'm wondering, what advice can you give to women who are working and in\n\n1039\n00:44:54.680 --> 00:44:55.120\nthese\n\n1040\n00:44:55.120 --> 00:44:56.120\nsituations?\n\n1041\n00:44:56.120 --> 00:44:59.520\nHow should we handle these interactions?\n\n1042\n00:44:59.520 --> 00:45:04.280\nI think one of the problems we have in our society is that in every part of the\n\n1043\n00:45:04.280 --> 00:45:05.080\nworld,\n\n1044\n00:45:05.080 --> 00:45:08.280\nwomen are either two tall or two short, two fat or two thin, they either high\n\n1045\n00:45:08.280 --> 00:45:08.720\npitched\n\n1046\n00:45:08.720 --> 00:45:09.920\nor two low pitched.\n\n1047\n00:45:09.920 --> 00:45:14.810\nIt doesn't matter what you are, you're always labeled and talked about as if\n\n1048\n00:45:14.810 --> 00:45:15.400\nyou were just\n\n1049\n00:45:15.400 --> 00:45:16.800\nnot adequate.\n\n1050\n00:45:16.800 --> 00:45:19.080\nThat's how people view women.\n\n1051\n00:45:19.080 --> 00:45:25.020\nIn fact, things like if somebody delivers a breakfast covered in a wrap, they\n\n1052\n00:45:25.020 --> 00:45:25.480\nwait for\n\n1053\n00:45:25.480 --> 00:45:26.960\nthe woman to open it.\n\n1054\n00:45:26.960 --> 00:45:30.080\nEven if the woman is the senior most executive, the men won't open it.\n\n1055\n00:45:30.080 --> 00:45:35.480\nI mean, these sorts of gender behaviors prevail even today.\n\n1056\n00:45:35.480 --> 00:45:37.560\nNow you've got to find ways around it.\n\n1057\n00:45:37.560 --> 00:45:39.680\nI'll be honest with you.\n\n1058\n00:45:39.680 --> 00:45:42.240\nOne, you've got to let competence speak for yourself.\n\n1059\n00:45:42.240 --> 00:45:46.830\nAt the end of the day, you've got to be as good as not better than the other\n\n1060\n00:45:46.830 --> 00:45:47.480\npeople in\n\n1061\n00:45:47.480 --> 00:45:51.800\nthe room because at the end of the day, competence is what carries the day.\n\n1062\n00:45:51.800 --> 00:45:54.760\nBut let me give you a couple other survival strategies.\n\n1063\n00:45:54.760 --> 00:45:58.650\nWhen you see that plate of bagels or donuts in the center of the room waiting\n\n1064\n00:45:58.650 --> 00:45:59.360\nto be open\n\n1065\n00:45:59.360 --> 00:46:03.910\nand nobody is opening it, if you choose to open it, take the plate, go out,\n\n1066\n00:46:03.910 --> 00:46:04.920\npick yourself\n\n1067\n00:46:04.920 --> 00:46:07.560\na donut, leave it far away and then come back in.\n\n1068\n00:46:07.560 --> 00:46:08.800\nLeave it far, far away.\n\n1069\n00:46:08.800 --> 00:46:12.160\nSo if anybody else wants donuts, they've got to go and get it from there.\n\n1070\n00:46:12.160 --> 00:46:17.380\nThat way you're not trying to be the person that's acting as the service person\n\n1071\n00:46:17.380 --> 00:46:17.680\n.\n\n1072\n00:46:17.680 --> 00:46:21.190\nI remember in many meetings, they would expect that I was going to write action\n\n1073\n00:46:21.190 --> 00:46:21.720\nitems from\n\n1074\n00:46:21.720 --> 00:46:22.720\nthe meeting.\n\n1075\n00:46:22.720 --> 00:46:24.880\nI was a fairly senior executive.\n\n1076\n00:46:24.880 --> 00:46:26.840\nThe junior men wouldn't write the action items.\n\n1077\n00:46:26.840 --> 00:46:29.240\nSo I said, \"Okay, I'm going to teach you a lesson.\"\n\n1078\n00:46:29.240 --> 00:46:33.750\nI would write the action items and put deliverable dates and why this action\n\n1079\n00:46:33.750 --> 00:46:35.000\nitem was important\n\n1080\n00:46:35.000 --> 00:46:37.320\nbut I spun it in my own way.\n\n1081\n00:46:37.320 --> 00:46:40.240\nI put in dates and I thought made sense.\n\n1082\n00:46:40.240 --> 00:46:43.280\nPeople would call me and say, \"But those were not the dates we agreed on.\"\n\n1083\n00:46:43.280 --> 00:46:44.920\nI said, \"We never agreed on any dates.\n\n1084\n00:46:44.920 --> 00:46:45.920\nThat's a problem.\"\n\n1085\n00:46:45.920 --> 00:46:46.920\nSo I gave you dates.\n\n1086\n00:46:46.920 --> 00:46:50.120\nSo if you want me to write the action items, I'm going to spin it the way I\n\n1087\n00:46:50.120 --> 00:46:50.760\nthink makes\n\n1088\n00:46:50.760 --> 00:46:53.200\nsense for the company from my perspective.\n\n1089\n00:46:53.200 --> 00:46:55.800\nThat was the last time they asked me to write action items.\n\n1090\n00:46:55.800 --> 00:47:01.260\nSo we all have to develop our own skills to say, \"Okay, if you think I'm good\n\n1091\n00:47:01.260 --> 00:47:01.920\nenough\n\n1092\n00:47:01.920 --> 00:47:05.120\nto write action items, let me add value to it.\"\n\n1093\n00:47:05.120 --> 00:47:10.200\nSo I think it's important that we develop our own survival structures.\n\n1094\n00:47:10.200 --> 00:47:14.480\nHowever, there is no substitute for our sisterhood.\n\n1095\n00:47:14.480 --> 00:47:18.640\nOur sisterhood has to help us navigate to all of this.\n\n1096\n00:47:18.640 --> 00:47:23.190\nIf we see other women being treated differently, we've got to stop and say, \"\n\n1097\n00:47:23.190 --> 00:47:24.200\nHey, why are you\n\n1098\n00:47:24.200 --> 00:47:26.560\nrolling your eyes when she talks?\n\n1099\n00:47:26.560 --> 00:47:28.120\nWhy are you talking over her?\"\n\n1100\n00:47:28.120 --> 00:47:31.800\nOr somebody should say, \"Are you waiting for the women to open the tray?\n\n1101\n00:47:31.800 --> 00:47:33.600\nThey're not going to.\"\n\n1102\n00:47:33.600 --> 00:47:36.240\nLet's all join together and open the tray, guys.\n\n1103\n00:47:36.240 --> 00:47:37.240\nOr let's take turns.\n\n1104\n00:47:37.240 --> 00:47:39.400\nWe'll pick our name from a hat.\n\n1105\n00:47:39.400 --> 00:47:43.320\nThat person's going to open the tray, but we need strength and numbers.\n\n1106\n00:47:43.320 --> 00:47:44.720\nI'd love to ask you, Andrew.\n\n1107\n00:47:44.720 --> 00:47:46.960\nYou talk about competency.\n\n1108\n00:47:46.960 --> 00:47:50.480\nDo female leaders have the luxury of making mistakes?\n\n1109\n00:47:50.480 --> 00:47:54.500\nCan you give an example of an epic fail you might have had or a time when you\n\n1110\n00:47:54.500 --> 00:47:55.240\nfailed?\n\n1111\n00:47:55.240 --> 00:47:57.440\nHow did you come back from it?\n\n1112\n00:47:57.440 --> 00:48:03.720\nYou know, when women leaders make mistakes, they judge more harshly than men.\n\n1113\n00:48:03.720 --> 00:48:08.210\nI'll also tell you that if something went wrong in PepsiCo, even in a division,\n\n1114\n00:48:08.210 --> 00:48:08.280\nthey\n\n1115\n00:48:08.280 --> 00:48:13.920\nalways said, \"Indra Nui, CEO of PepsiCo, and they ascribe the blame to me.\"\n\n1116\n00:48:13.920 --> 00:48:17.790\nWhen something went well, and if it had been from corporate, they would say, \"\n\n1117\n00:48:17.790 --> 00:48:18.120\nIt's from\n\n1118\n00:48:18.120 --> 00:48:21.120\nthe division or from somebody else.\"\n\n1119\n00:48:21.120 --> 00:48:27.120\nSo in some way or shape, the mistakes always found their way to my feet, which\n\n1120\n00:48:27.120 --> 00:48:28.040\nis okay.\n\n1121\n00:48:28.040 --> 00:48:31.200\nI was tough enough to handle it.\n\n1122\n00:48:31.200 --> 00:48:35.610\nThe thing is, at exterior, you have to show that you're very calm, you're\n\n1123\n00:48:35.610 --> 00:48:36.440\nresilient,\n\n1124\n00:48:36.440 --> 00:48:38.080\nand you have the courage.\n\n1125\n00:48:38.080 --> 00:48:43.060\nInside, you're probably mad, you're churning, and it's okay to go and shut the\n\n1126\n00:48:43.060 --> 00:48:43.720\nroom and\n\n1127\n00:48:43.720 --> 00:48:48.000\nshut the door in the bathroom and have a good cry, because I've seen men throw\n\n1128\n00:48:48.000 --> 00:48:49.040\nthings around\n\n1129\n00:48:49.040 --> 00:48:52.520\nand fall at a word, just burst, pew out.\n\n1130\n00:48:52.520 --> 00:48:56.000\nI couldn't do that, because had I done that, I would have gotten a reputation I\n\n1131\n00:48:56.000 --> 00:48:56.560\nwouldn't\n\n1132\n00:48:56.560 --> 00:48:57.760\nhave liked.\n\n1133\n00:48:57.760 --> 00:49:02.170\nAnd so I would think those fall at a word inside, but go to my bathroom, just\n\n1134\n00:49:02.170 --> 00:49:02.800\nutter it\n\n1135\n00:49:02.800 --> 00:49:06.840\nand have a good cry, put some makeup on and come back out again, looking very\n\n1136\n00:49:06.840 --> 00:49:07.240\ncalm and\n\n1137\n00:49:07.240 --> 00:49:08.560\ncollected.\n\n1138\n00:49:08.560 --> 00:49:11.800\nSo these are all coping mechanisms.\n\n1139\n00:49:11.800 --> 00:49:15.760\nUnfortunately, women have to still operate by a different set of rules unless\n\n1140\n00:49:15.760 --> 00:49:16.240\nyou want\n\n1141\n00:49:16.240 --> 00:49:17.640\nto be branded.\n\n1142\n00:49:17.640 --> 00:49:22.450\nSo it's how you develop your own set of coping mechanisms and who's going to be\n\n1143\n00:49:22.450 --> 00:49:23.360\nyour support\n\n1144\n00:49:23.360 --> 00:49:27.420\nstructure when you really need to let go and say, \"You won't believe what\n\n1145\n00:49:27.420 --> 00:49:28.040\nhappened\n\n1146\n00:49:28.040 --> 00:49:30.200\nto me today and then work.\n\n1147\n00:49:30.200 --> 00:49:31.280\nLet me tell you.\"\n\n1148\n00:49:31.280 --> 00:49:35.510\nAnd somebody just listens to you, doesn't judge you, just gives you advice and\n\n1149\n00:49:35.510 --> 00:49:35.960\nsays,\n\n1150\n00:49:35.960 --> 00:49:36.960\n\"Come down.\n\n1151\n00:49:36.960 --> 00:49:38.440\nThis tool will pass.\"\n\n1152\n00:49:38.440 --> 00:49:42.570\nThere's one question that I really just, I think our listeners would really\n\n1153\n00:49:42.570 --> 00:49:42.920\nbenefit\n\n1154\n00:49:42.920 --> 00:49:43.920\nfrom.\n\n1155\n00:49:43.920 --> 00:49:48.610\nYou both seem to be mentally stable and healthy individuals, at least from what\n\n1156\n00:49:48.610 --> 00:49:49.760\nI can see.\n\n1157\n00:49:49.760 --> 00:49:52.200\nI know Dad pretty well.\n\n1158\n00:49:52.200 --> 00:49:57.840\nBut how did you take care of yourself and your body while finding time to work?\n\n1159\n00:49:57.840 --> 00:50:01.400\nI think CEO jobs are very, very, very stressful.\n\n1160\n00:50:01.400 --> 00:50:05.680\nNeither you have the resilience, you have the backbone, you have the courage,\n\n1161\n00:50:05.680 --> 00:50:06.000\nyou have\n\n1162\n00:50:06.000 --> 00:50:10.960\nthe support structures to navigate through these difficult jobs or you should\n\n1163\n00:50:10.960 --> 00:50:11.720\nnot ascend\n\n1164\n00:50:11.720 --> 00:50:15.880\ninto those jobs because you can't come into the CEO job and then develop\n\n1165\n00:50:15.880 --> 00:50:16.920\nresilience.\n\n1166\n00:50:16.920 --> 00:50:20.960\nYou come into the CEO job because you have resilience.\n\n1167\n00:50:20.960 --> 00:50:22.800\nSometimes you don't even have time to take care of yourself.\n\n1168\n00:50:22.800 --> 00:50:24.600\nYou don't have time to exercise.\n\n1169\n00:50:24.600 --> 00:50:26.160\nYou're traveling too much.\n\n1170\n00:50:26.160 --> 00:50:30.330\nSo you eat all the wrong fruits and you miss meals and you do all those things\n\n1171\n00:50:30.330 --> 00:50:31.120\nwe say is\n\n1172\n00:50:31.120 --> 00:50:33.720\nbad for healthy living.\n\n1173\n00:50:33.720 --> 00:50:39.750\nWhere I feel again optimistic, Ashley, in today's world with more technology\n\n1174\n00:50:39.750 --> 00:50:41.080\navailable, I think\n\n1175\n00:50:41.080 --> 00:50:47.350\nwe can actually balance a good life, a healthy life with a stressful job\n\n1176\n00:50:47.350 --> 00:50:48.640\nbecause we can work\n\n1177\n00:50:48.640 --> 00:50:50.400\nout while we're talking.\n\n1178\n00:50:50.400 --> 00:50:53.240\nWe can build a Zoom call and work out.\n\n1179\n00:50:53.240 --> 00:50:56.720\nWe can FaceTime people without having to go visit with them.\n\n1180\n00:50:56.720 --> 00:51:03.540\nSo I'm very, very optimistic about what technology is going to do to enable any\n\n1181\n00:51:03.540 --> 00:51:04.880\nleader who's got\n\n1182\n00:51:04.880 --> 00:51:11.240\nenormous responsibility today, somehow stay healthy mentally, physically and be\n\n1183\n00:51:11.240 --> 00:51:11.960\nhealthy\n\n1184\n00:51:11.960 --> 00:51:17.270\nat work in terms of decision making and navigating through incredible\n\n1185\n00:51:17.270 --> 00:51:19.160\nenvironmental issues to\n\n1186\n00:51:19.160 --> 00:51:23.000\nthe geopolitics, supply chains, social issues.\n\n1187\n00:51:23.000 --> 00:51:24.400\nThey have to navigate through a lot.\n\n1188\n00:51:24.400 --> 00:51:25.400\nI don't know.\n\n1189\n00:51:25.400 --> 00:51:26.400\nHow did you manage that?\n\n1190\n00:51:26.400 --> 00:51:27.800\nIt was just an enormous amount of stress.\n\n1191\n00:51:27.800 --> 00:51:32.200\nI was in the food industry and I grew up in an industry where Colonel Sanders\n\n1192\n00:51:32.200 --> 00:51:32.760\nate a chicken\n\n1193\n00:51:32.760 --> 00:51:35.440\nwing in every restaurant he visited in that day.\n\n1194\n00:51:35.440 --> 00:51:39.520\nI said, \"Well, I'm going to go and win the franchisees over.\"\n\n1195\n00:51:39.520 --> 00:51:42.760\nI ate a chicken wing and every restaurant I went into, I go into nine or ten a\n\n1196\n00:51:42.760 --> 00:51:43.320\nday and\n\n1197\n00:51:43.320 --> 00:51:47.000\nthe next thing I know I weigh about 235.\n\n1198\n00:51:47.000 --> 00:51:53.030\nI lost the balance and I realized that I had to get better balance and actually\n\n1199\n00:51:53.030 --> 00:51:53.280\nit\n\n1200\n00:51:53.280 --> 00:51:55.280\nled to us getting healthier foods.\n\n1201\n00:51:55.280 --> 00:51:59.500\nWe got baked chicken and KFC and my own personal experience so I could start\n\n1202\n00:51:59.500 --> 00:52:02.800\neating fresco tacos.\n\n1203\n00:52:02.800 --> 00:52:07.750\nSo I started having products that we could help balance out the life but it was\n\n1204\n00:52:07.750 --> 00:52:08.160\nalso\n\n1205\n00:52:08.160 --> 00:52:10.960\nsomething that our customers wanted as well.\n\n1206\n00:52:10.960 --> 00:52:14.650\nSo we eliminated the veto vote by having some healthier foods for people which\n\n1207\n00:52:14.650 --> 00:52:15.080\nwe needed\n\n1208\n00:52:15.080 --> 00:52:16.080\nto get at.\n\n1209\n00:52:16.080 --> 00:52:19.030\nSo I had to balance that but I always tried to work out every day, find time in\n\n1210\n00:52:19.030 --> 00:52:20.280\nthe morning.\n\n1211\n00:52:20.280 --> 00:52:25.400\nThat was very important for me to get my workout in and stay balanced by having\n\n1212\n00:52:25.400 --> 00:52:26.160\nquiet time,\n\n1213\n00:52:26.160 --> 00:52:29.840\nyou know, prayer, just meditation.\n\n1214\n00:52:29.840 --> 00:52:33.640\nThat would help me get my mood elevator up so I could go to work and be semi-t\n\n1215\n00:52:33.640 --> 00:52:34.280\nolerable\n\n1216\n00:52:34.280 --> 00:52:35.960\nto work with.\n\n1217\n00:52:35.960 --> 00:52:40.080\nIn your book, Indra, you talk about a lot of the male advocates and mentors you\n\n1218\n00:52:40.080 --> 00:52:40.520\nhad and\n\n1219\n00:52:40.520 --> 00:52:44.120\ndad, I know you had the same throughout your career.\n\n1220\n00:52:44.120 --> 00:52:47.950\nI know for you that had to be interesting to have a male mentors take such\n\n1221\n00:52:47.950 --> 00:52:48.640\ninterest in\n\n1222\n00:52:48.640 --> 00:52:53.160\nyou and help you to continue in your journey up the corporate ladder.\n\n1223\n00:52:53.160 --> 00:52:58.310\nBut what advice would you give to men and women in leadership positions about\n\n1224\n00:52:58.310 --> 00:52:58.840\nways to\n\n1225\n00:52:58.840 --> 00:53:01.760\nadvocate for each other?\n\n1226\n00:53:01.760 --> 00:53:06.120\nEspecially how can men advocate for women and minorities in their organization?\n\n1227\n00:53:06.120 --> 00:53:10.110\nI think you should mentor somebody because you see something and then it's a\n\n1228\n00:53:10.110 --> 00:53:10.840\nreal talent\n\n1229\n00:53:10.840 --> 00:53:14.240\nand you think that a little bit of help they can go far and contribute\n\n1230\n00:53:14.240 --> 00:53:15.200\nmassively to the\n\n1231\n00:53:15.200 --> 00:53:17.280\ncompany or the world in general.\n\n1232\n00:53:17.280 --> 00:53:21.470\nSomebody goes to somebody and says, \"When you be my mentor, it doesn't mean\n\n1233\n00:53:21.470 --> 00:53:22.280\nanything.\n\n1234\n00:53:22.280 --> 00:53:23.840\nMentors speak you.\"\n\n1235\n00:53:23.840 --> 00:53:27.120\nAnd mentors should pick people irrespective of gender or ethnicity.\n\n1236\n00:53:27.120 --> 00:53:28.920\nThey should pick the best talent.\n\n1237\n00:53:28.920 --> 00:53:30.640\nI keep coming back to this.\n\n1238\n00:53:30.640 --> 00:53:31.640\nPick the best talent.\n\n1239\n00:53:31.640 --> 00:53:36.070\nPick the best people you think are going to do great for your entity or for the\n\n1240\n00:53:36.070 --> 00:53:36.560\ncountry\n\n1241\n00:53:36.560 --> 00:53:38.640\nor society as a whole.\n\n1242\n00:53:38.640 --> 00:53:42.520\nThat's how my mentors picked me and they were not just mentors.\n\n1243\n00:53:42.520 --> 00:53:46.790\nThey were supporters, they were promoters and they were also my biggest critics\n\n1244\n00:53:46.790 --> 00:53:46.880\n.\n\n1245\n00:53:46.880 --> 00:53:48.520\nAnd things didn't go right, boy.\n\n1246\n00:53:48.520 --> 00:53:50.120\nDid they tell me off?\n\n1247\n00:53:50.120 --> 00:53:53.640\nAnd so I think that I benefited from that.\n\n1248\n00:53:53.640 --> 00:53:59.280\nBut as a mentee, my responsibility was to the mentor, was to listen to them.\n\n1249\n00:53:59.280 --> 00:54:02.520\nIf I didn't listen to them and didn't take their advice, I'd go back and tell\n\n1250\n00:54:02.520 --> 00:54:03.040\nthem why\n\n1251\n00:54:03.040 --> 00:54:04.400\nI didn't take it.\n\n1252\n00:54:04.400 --> 00:54:09.830\nSo it was a mutual respect for each other and I treated all my mentors with\n\n1253\n00:54:09.830 --> 00:54:11.280\ngreat respect.\n\n1254\n00:54:11.280 --> 00:54:13.280\nI think that's what people forget.\n\n1255\n00:54:13.280 --> 00:54:17.200\nA mentor means the investing time and effort in you.\n\n1256\n00:54:17.200 --> 00:54:19.400\nTreat them with respect.\n\n1257\n00:54:19.400 --> 00:54:22.560\nAlways give them feedback about why you, not feedback.\n\n1258\n00:54:22.560 --> 00:54:26.560\nTell them why you didn't do what they suggested you do.\n\n1259\n00:54:26.560 --> 00:54:28.160\nKeep that avenue of communication open.\n\n1260\n00:54:28.160 --> 00:54:32.800\nAnd if you did that, you'll find us a more productive mentor, mentee\n\n1261\n00:54:32.800 --> 00:54:34.080\nrelationship.\n\n1262\n00:54:34.080 --> 00:54:39.830\nYou know, I think being a mentor, I agree, you want to mentor the special\n\n1263\n00:54:39.830 --> 00:54:40.760\ntalent.\n\n1264\n00:54:40.760 --> 00:54:44.680\nBut I think one of the things that is your CEO or your high level of the\n\n1265\n00:54:44.680 --> 00:54:45.720\norganization,\n\n1266\n00:54:45.720 --> 00:54:47.480\nthey're special talent out there.\n\n1267\n00:54:47.480 --> 00:54:52.960\nAnd if you can focus it and all things being equal, I try to focus on finding\n\n1268\n00:54:52.960 --> 00:54:53.720\nthe female\n\n1269\n00:54:53.720 --> 00:54:55.720\nthat I thought was going to grow.\n\n1270\n00:54:55.720 --> 00:55:01.040\nFinding the black person that I thought really had the potential to go forward.\n\n1271\n00:55:01.040 --> 00:55:07.400\nBecause one of the things that I realized over time is that when you have\n\n1272\n00:55:07.400 --> 00:55:08.440\nminorities\n\n1273\n00:55:08.440 --> 00:55:13.960\nmoving up the organization, it's amazing how many people they take with them.\n\n1274\n00:55:13.960 --> 00:55:18.660\nIt's amazing how many, you know, like we had one person run operations who was\n\n1275\n00:55:18.660 --> 00:55:19.480\nblack.\n\n1276\n00:55:19.480 --> 00:55:23.760\nAll of a sudden we had some fantastic black operators in our company that moved\n\n1277\n00:55:23.760 --> 00:55:24.160\nup and\n\n1278\n00:55:24.160 --> 00:55:26.360\ntook on more and more responsibility.\n\n1279\n00:55:26.360 --> 00:55:31.750\nSo I always, I really, I have to tell you, I was biased in terms of how I would\n\n1280\n00:55:31.750 --> 00:55:32.280\nspend\n\n1281\n00:55:32.280 --> 00:55:37.320\nmy mentoring time so that it would be focused on minorities.\n\n1282\n00:55:37.320 --> 00:55:41.400\nI thought that's, that would give us the biggest payoff in terms of making an\n\n1283\n00:55:41.400 --> 00:55:42.080\nimprovement in\n\n1284\n00:55:42.080 --> 00:55:43.920\nan area that I knew we had to get better at.\n\n1285\n00:55:43.920 --> 00:55:46.640\nNo David, I think you did a very, very good job in that.\n\n1286\n00:55:46.640 --> 00:55:50.990\nBut your point is very well taken in that when you elevate people who, you know\n\n1287\n00:55:50.990 --> 00:55:51.440\n, never\n\n1288\n00:55:51.440 --> 00:55:54.280\ngot to these positions of power.\n\n1289\n00:55:54.280 --> 00:55:58.200\nNow people look up to them as role models and say, I took and get there.\n\n1290\n00:55:58.200 --> 00:56:02.550\nAnd the environment changes because people now learn how to work with diverse\n\n1291\n00:56:02.550 --> 00:56:03.200\npeople.\n\n1292\n00:56:03.200 --> 00:56:07.760\nAnd they no longer exhibit the kinds of behaviors that felt a little bit\n\n1293\n00:56:07.760 --> 00:56:09.200\nawkward in the past.\n\n1294\n00:56:09.200 --> 00:56:10.600\nSo you're absolutely right.\n\n1295\n00:56:10.600 --> 00:56:14.700\nAnd I'm glad you did what you did because you're known the industry for having\n\n1296\n00:56:14.700 --> 00:56:15.240\nmentored\n\n1297\n00:56:15.240 --> 00:56:17.320\ngreat diverse talent.\n\n1298\n00:56:17.320 --> 00:56:21.730\nAnother question that I had was, and this might be a chicken and egg situation,\n\n1299\n00:56:21.730 --> 00:56:22.240\nbut just\n\n1300\n00:56:22.240 --> 00:56:23.880\nhear me out here.\n\n1301\n00:56:23.880 --> 00:56:29.000\nDo women need to ask for things or do men need to notice that women need them?\n\n1302\n00:56:29.000 --> 00:56:32.160\nThings like a pay raise, more flexibility, parental leave.\n\n1303\n00:56:32.160 --> 00:56:35.400\nWhat advice would you give our male and female listeners?\n\n1304\n00:56:35.400 --> 00:56:39.960\nYou know, this is why we have human resources departments.\n\n1305\n00:56:39.960 --> 00:56:43.600\nYou know, a woman should never have to ask for pay parity.\n\n1306\n00:56:43.600 --> 00:56:47.550\nHuman resources should be looking at every job all the time and saying, hey,\n\n1307\n00:56:47.550 --> 00:56:47.760\nthere's\n\n1308\n00:56:47.760 --> 00:56:49.840\na man and a woman in the same job.\n\n1309\n00:56:49.840 --> 00:56:52.760\nWhy is a woman getting paid 5% less?\n\n1310\n00:56:52.760 --> 00:56:56.840\nFirst of all, even the woman finds out it may be too late.\n\n1311\n00:56:56.840 --> 00:56:57.840\nOkay.\n\n1312\n00:56:57.840 --> 00:57:02.760\nSo the point is we have to go back and ask the human resources functions.\n\n1313\n00:57:02.760 --> 00:57:04.600\nWhat is your job?\n\n1314\n00:57:04.600 --> 00:57:10.400\nYour job is to hire, train, develop, retain the best talent.\n\n1315\n00:57:10.400 --> 00:57:15.760\nAs part of retention, it's paying them the right wages, parity with the men for\n\n1316\n00:57:15.760 --> 00:57:16.440\nthe same\n\n1317\n00:57:16.440 --> 00:57:17.440\njob.\n\n1318\n00:57:17.440 --> 00:57:20.720\nNobody should be discriminated against because of their gender.\n\n1319\n00:57:20.720 --> 00:57:25.740\nAnd nobody should get an edge because they represent the ideal work of the past\n\n1320\n00:57:25.740 --> 00:57:25.920\nand the\n\n1321\n00:57:25.920 --> 00:57:28.520\nnew ideal worker gets treated differently.\n\n1322\n00:57:28.520 --> 00:57:29.520\nDon't do that.\n\n1323\n00:57:29.520 --> 00:57:35.680\nSo I think that the time has come for us to hold HR functions responsible.\n\n1324\n00:57:35.680 --> 00:57:40.720\nAnd HR functions sometimes mirror the CEO's thinking.\n\n1325\n00:57:40.720 --> 00:57:44.000\nBoards have to make sure the tone of the top is right.\n\n1326\n00:57:44.000 --> 00:57:49.320\nAnd they should put CEOs and jobs who take this issue very, very seriously and\n\n1327\n00:57:49.320 --> 00:57:49.800\nlook at\n\n1328\n00:57:49.800 --> 00:57:55.760\nit on an annual basis to say, are we treating all our employees failing?\n\n1329\n00:57:55.760 --> 00:58:01.400\nI think this is something that is a skill that some companies do very well at.\n\n1330\n00:58:01.400 --> 00:58:03.240\nOther companies don't.\n\n1331\n00:58:03.240 --> 00:58:05.680\nThe time has come to take this very seriously.\n\n1332\n00:58:05.680 --> 00:58:06.880\nI agree with you.\n\n1333\n00:58:06.880 --> 00:58:11.150\nAnd I always viewed, I know I was a CEO, but I always viewed myself as a chief\n\n1334\n00:58:11.150 --> 00:58:12.000\npeople officer.\n\n1335\n00:58:12.000 --> 00:58:14.400\nI felt like I was in charge of talent.\n\n1336\n00:58:14.400 --> 00:58:17.160\nI was in charge of the work environment.\n\n1337\n00:58:17.160 --> 00:58:20.970\nAnd that if we created the special place to work where people felt valued, it\n\n1338\n00:58:20.970 --> 00:58:21.360\nwas going\n\n1339\n00:58:21.360 --> 00:58:24.720\nto be because I was going to make that my top priority.\n\n1340\n00:58:24.720 --> 00:58:28.080\nI find all the great CEOs I talk to, they do that.\n\n1341\n00:58:28.080 --> 00:58:30.160\nBut you have to have an advocate.\n\n1342\n00:58:30.160 --> 00:58:35.130\nYou have to have an HR leader who can really carry the ball for you and make\n\n1343\n00:58:35.130 --> 00:58:35.920\nsure that\n\n1344\n00:58:35.920 --> 00:58:36.920\nhappens.\n\n1345\n00:58:36.920 --> 00:58:41.510\nIf nothing would make me matter, then if I would see a high talent female who's\n\n1346\n00:58:41.510 --> 00:58:41.960\ndoing\n\n1347\n00:58:41.960 --> 00:58:46.480\na job better than the male, and she's making 10% less.\n\n1348\n00:58:46.480 --> 00:58:48.560\nI mean, I would get ripped.\n\n1349\n00:58:48.560 --> 00:58:50.920\nWe'd have our people planning processes.\n\n1350\n00:58:50.920 --> 00:58:53.040\nWhen that happened, I would go nuts.\n\n1351\n00:58:53.040 --> 00:58:57.520\nBut it's funny how people, it's okay as long as it's not you.\n\n1352\n00:58:57.520 --> 00:59:02.710\nIf you're the one that's getting discriminated against on the pay or whatever,\n\n1353\n00:59:02.710 --> 00:59:03.440\nthen it's\n\n1354\n00:59:03.440 --> 00:59:04.760\na problem.\n\n1355\n00:59:04.760 --> 00:59:07.900\nBut you've got to have people really have their antenna up to make sure that\n\n1356\n00:59:07.900 --> 00:59:08.560\nthat doesn't\n\n1357\n00:59:08.560 --> 00:59:09.560\nhappen.\n\n1358\n00:59:09.560 --> 00:59:14.330\nAnd I have to tell you, I think a lot of leaders and a lot of HR people are\n\n1359\n00:59:14.330 --> 00:59:15.320\ntone deaf.\n\n1360\n00:59:15.320 --> 00:59:16.320\nThey just don't get it.\n\n1361\n00:59:16.320 --> 00:59:19.160\nBut I think this is where the change has to happen, David.\n\n1362\n00:59:19.160 --> 00:59:20.440\nChange has to happen.\n\n1363\n00:59:20.440 --> 00:59:24.520\nBut I'll be honest with you, actually, before this change happens, if a female\n\n1364\n00:59:24.520 --> 00:59:24.960\nnotices\n\n1365\n00:59:24.960 --> 00:59:29.300\nthat a pay is not parity to somebody else doing the same job, you have to ask\n\n1366\n00:59:29.300 --> 00:59:29.880\nfor it.\n\n1367\n00:59:29.880 --> 00:59:31.200\nThere's no question about it.\n\n1368\n00:59:31.200 --> 00:59:35.530\nYou have to because if the HR department is not going to sensitize everybody,\n\n1369\n00:59:35.530 --> 00:59:36.080\nwe've got\n\n1370\n00:59:36.080 --> 00:59:39.000\nto sensitize people ourselves.\n\n1371\n00:59:39.000 --> 00:59:43.080\nBut remember, when you ask for it, you have to make sure you get it.\n\n1372\n00:59:43.080 --> 00:59:46.680\nIf you don't, that creates a different sort of a cloud for you and for the\n\n1373\n00:59:46.680 --> 00:59:47.320\ncompany.\n\n1374\n00:59:47.320 --> 00:59:52.560\nSo I would come back and say, HR departments have to step up to the plate.\n\n1375\n00:59:52.560 --> 00:59:54.520\nHow did you, Andrew, get over it?\n\n1376\n00:59:54.520 --> 00:59:56.000\nI read your book.\n\n1377\n00:59:56.000 --> 01:00:02.520\nYou found out that some people like myself, you've got a ton of options.\n\n1378\n01:00:02.520 --> 01:00:04.480\nYou didn't get the options.\n\n1379\n01:00:04.480 --> 01:00:05.680\nHow did you cope with that?\n\n1380\n01:00:05.680 --> 01:00:09.150\nBecause I'll tell you, that's the thing that always, I never really cared about\n\n1381\n01:00:09.150 --> 01:00:09.480\nmoney.\n\n1382\n01:00:09.480 --> 01:00:11.200\nI've never cared about money.\n\n1383\n01:00:11.200 --> 01:00:12.200\nMoney came to me.\n\n1384\n01:00:12.200 --> 01:00:14.520\nThe only thing I was was competitive.\n\n1385\n01:00:14.520 --> 01:00:21.560\nSo I kind of said, if Andrew Newy is getting this, then I'm going to get this.\n\n1386\n01:00:21.560 --> 01:00:25.020\nHow did you cope with the fact that you found out these guys were making a lot\n\n1387\n01:00:25.020 --> 01:00:25.600\nmore money\n\n1388\n01:00:25.600 --> 01:00:26.600\nthan you?\n\n1389\n01:00:26.600 --> 01:00:31.560\nYou know, until Steve Reynemann became CEO, when he just adjusted everything.\n\n1390\n01:00:31.560 --> 01:00:35.750\nI mean, he was just a great guy, that way he said, \"I can't believe that your\n\n1391\n01:00:35.750 --> 01:00:36.240\npay is\n\n1392\n01:00:36.240 --> 01:00:38.040\nnot at this level.\n\n1393\n01:00:38.040 --> 01:00:41.000\nYou gave me a big raise, lots of options.\"\n\n1394\n01:00:41.000 --> 01:00:45.480\nUntil then, I was just happy to be in the room.\n\n1395\n01:00:45.480 --> 01:00:49.240\nMost of the problems are because of my cultural upbringing, strictly my\n\n1396\n01:00:49.240 --> 01:00:50.480\ncultural upbringing,\n\n1397\n01:00:50.480 --> 01:00:54.200\nwhich basically said, \"Just do the job and shut up.\"\n\n1398\n01:00:54.200 --> 01:00:57.840\nThe money I was making, David, was more than I've ever seen.\n\n1399\n01:00:57.840 --> 01:00:59.720\nSo I never asked for it.\n\n1400\n01:00:59.720 --> 01:01:02.520\nI knew everybody was getting options like you won't believe it.\n\n1401\n01:01:02.520 --> 01:01:06.760\nI remember those days I was doing the spin-off of restaurants, all of those\n\n1402\n01:01:06.760 --> 01:01:07.800\nfood service,\n\n1403\n01:01:07.800 --> 01:01:12.800\nthank you very much.\n\n1404\n01:01:12.800 --> 01:01:13.800\nCasual dining properties and also spinning out the bottlers, buying Tropicata.\n\n1405\n01:01:13.800 --> 01:01:20.270\nI was working 24/7 with little babies and I would always be surprised that I\n\n1406\n01:01:20.270 --> 01:01:20.920\nwasn't\n\n1407\n01:01:20.920 --> 01:01:21.920\ngetting those options.\n\n1408\n01:01:21.920 --> 01:01:25.440\nBut at that point, I said, \"You know what?\n\n1409\n01:01:25.440 --> 01:01:31.040\nI was making more money than I've ever seen and I was the only one of its kind\n\n1410\n01:01:31.040 --> 01:01:31.720\nin those\n\n1411\n01:01:31.720 --> 01:01:36.400\nhalls of power and I was not comfortable asking for money.\n\n1412\n01:01:36.400 --> 01:01:37.400\nI was just not.\"\n\n1413\n01:01:37.400 --> 01:01:43.000\nWhich I right now, I retrospect, it was a mistake, but I was just not there.\n\n1414\n01:01:43.000 --> 01:01:47.400\nLater on, I made sure that never happened to people around me.\n\n1415\n01:01:47.400 --> 01:01:48.400\nGood.\n\n1416\n01:01:48.400 --> 01:01:51.960\nI'm curious as you talk about the human resource function and some of the\n\n1417\n01:01:51.960 --> 01:01:52.760\nchanges you would\n\n1418\n01:01:52.760 --> 01:01:53.760\nmake.\n\n1419\n01:01:53.760 --> 01:01:57.820\nIs there anything if you went back to PepsiCo to be CEO or dad if you went back\n\n1420\n01:01:57.820 --> 01:01:58.520\nto Yumbrands\n\n1421\n01:01:58.520 --> 01:02:00.320\nto be CEO?\n\n1422\n01:02:00.320 --> 01:02:03.770\nIs there anything that you would do differently or is there a particular focus\n\n1423\n01:02:03.770 --> 01:02:04.480\nthat you would\n\n1424\n01:02:04.480 --> 01:02:07.200\nput on that function for the future?\n\n1425\n01:02:07.200 --> 01:02:10.980\nI would basically say, \"Let's put women, family builders and families in the\n\n1426\n01:02:10.980 --> 01:02:12.120\ncenter of our\n\n1427\n01:02:12.120 --> 01:02:13.120\ndiscussion.\"\n\n1428\n01:02:13.120 --> 01:02:16.360\nEven if we didn't have COVID, we should have started the discussions on what\n\n1429\n01:02:16.360 --> 01:02:17.240\nsupport structures\n\n1430\n01:02:17.240 --> 01:02:18.600\nare we going to provide.\n\n1431\n01:02:18.600 --> 01:02:23.100\nJust like David, we had onsite and nearside childcare for a lot of PepsiCo\n\n1432\n01:02:23.100 --> 01:02:24.160\nfacilities.\n\n1433\n01:02:24.160 --> 01:02:27.280\nBut you know, for the factory workers, we didn't have that much support.\n\n1434\n01:02:27.280 --> 01:02:31.340\nIf I had stayed around, I would have thought about how to cooperate with other\n\n1435\n01:02:31.340 --> 01:02:32.000\nfactories\n\n1436\n01:02:32.000 --> 01:02:36.320\nin a particular area and provide childcare for factory workers.\n\n1437\n01:02:36.320 --> 01:02:41.240\nI think the discussions would have advanced a lot more on providing support to\n\n1438\n01:02:41.240 --> 01:02:41.920\nfamilies\n\n1439\n01:02:41.920 --> 01:02:47.320\nto be able to juggle work and family and somehow not carry the guilt of work at\n\n1440\n01:02:47.320 --> 01:02:47.760\nhome\n\n1441\n01:02:47.760 --> 01:02:48.760\nand home at work.\n\n1442\n01:02:48.760 --> 01:02:50.760\nI would have worked on that.\n\n1443\n01:02:50.760 --> 01:02:53.120\nI don't know, David, what would you have done?\n\n1444\n01:02:53.120 --> 01:02:59.000\nWell, I think I would have tried to do what I think a lot is happening right\n\n1445\n01:02:59.000 --> 01:03:01.520\nnow at Yumbrands.\n\n1446\n01:03:01.520 --> 01:03:05.520\nI'm so pleased that we have 12 weeks of baby bonding.\n\n1447\n01:03:05.520 --> 01:03:11.240\nI think that is just like, you get four weeks right out of the door.\n\n1448\n01:03:11.240 --> 01:03:14.310\nThe thing that I was really excited about at four weeks vacation season to\n\n1449\n01:03:14.310 --> 01:03:14.680\nstart, the\n\n1450\n01:03:14.680 --> 01:03:19.050\nthing I was really excited about is that our restaurant general managers also\n\n1451\n01:03:19.050 --> 01:03:19.480\nget that\n\n1452\n01:03:19.480 --> 01:03:22.840\n12 weeks of baby bonding or close to it.\n\n1453\n01:03:22.840 --> 01:03:26.000\nIn the old days, it was just the headquarter people and not necessarily the\n\n1454\n01:03:26.000 --> 01:03:26.560\npeople in the\n\n1455\n01:03:26.560 --> 01:03:29.240\nfactories and on the front line.\n\n1456\n01:03:29.240 --> 01:03:35.430\nI think spreading this care, spreading the fact that everybody needs it at\n\n1457\n01:03:35.430 --> 01:03:36.520\nevery level\n\n1458\n01:03:36.520 --> 01:03:39.960\nof the organization I think is something I would work on.\n\n1459\n01:03:39.960 --> 01:03:44.000\nThe other thing is I found it very interesting, Indra.\n\n1460\n01:03:44.000 --> 01:03:48.440\nWhen we were spun off from PepsiCo, I went to go see Roger Enrico.\n\n1461\n01:03:48.440 --> 01:03:53.420\nI remember it was on Martin Luther King Day and I made this presentation on why\n\n1462\n01:03:53.420 --> 01:03:54.080\nI should\n\n1463\n01:03:54.080 --> 01:03:56.160\nrun the company, et cetera.\n\n1464\n01:03:56.160 --> 01:04:01.730\nI remember walking up those steps at PepsiCo and I was on the cobblestones and\n\n1465\n01:04:01.730 --> 01:04:02.440\nI was kind\n\n1466\n01:04:02.440 --> 01:04:06.880\nof like, \"This is so beautiful.\n\n1467\n01:04:06.880 --> 01:04:08.520\nI love these cobblestones.\n\n1468\n01:04:08.520 --> 01:04:09.520\nI've locked it up.\n\n1469\n01:04:09.520 --> 01:04:10.920\nI think it's great.\"\n\n1470\n01:04:10.920 --> 01:04:15.360\nThen I read in your book that you got rid of the cobblestones.\n\n1471\n01:04:15.360 --> 01:04:19.200\nI thought it was a great thing for me to say, \"Okay, if I was going to go back,\n\n1472\n01:04:19.200 --> 01:04:19.600\nwhat would\n\n1473\n01:04:19.600 --> 01:04:20.600\nI do?\"\n\n1474\n01:04:20.600 --> 01:04:23.890\nI think I'd be more empathetic because tell everybody why you got rid of the\n\n1475\n01:04:23.890 --> 01:04:24.640\ncobblestones\n\n1476\n01:04:24.640 --> 01:04:26.160\nand I thought we're so wonderful.\n\n1477\n01:04:26.160 --> 01:04:29.200\nI think it's a great male-female thing.\n\n1478\n01:04:29.200 --> 01:04:34.200\nIn PepsiCo, we did put in 12 weeks of maternity, paternity leave, flexible work\n\n1479\n01:04:34.200 --> 01:04:35.360\nhours, onsite,\n\n1480\n01:04:35.360 --> 01:04:38.080\nnearside childcare, adoption benefits.\n\n1481\n01:04:38.080 --> 01:04:40.720\nWe really did everything right for families.\n\n1482\n01:04:40.720 --> 01:04:45.830\nOne of the cobblestones, anybody with heels always got the heels caught in the\n\n1483\n01:04:45.830 --> 01:04:47.200\ncobblestones.\n\n1484\n01:04:47.200 --> 01:04:48.200\nWomen were tiptoe.\n\n1485\n01:04:48.200 --> 01:04:49.600\nOne of the heels it was.\n\n1486\n01:04:49.600 --> 01:04:53.440\nBut men also said their shoes would get scuffed in the cobblestones.\n\n1487\n01:04:53.440 --> 01:04:56.400\nMy mom used to talk about it all the time.\n\n1488\n01:04:56.400 --> 01:04:58.480\nExpensive shoes would be gone in a while.\n\n1489\n01:04:58.480 --> 01:05:01.680\nYou walked in with sneakers and changed into heels.\n\n1490\n01:05:01.680 --> 01:05:03.240\nMy point is why?\n\n1491\n01:05:03.240 --> 01:05:07.240\nWhy do you need to have cobblestones in a female-friendly company?\n\n1492\n01:05:07.240 --> 01:05:08.240\nGuess what?\n\n1493\n01:05:08.240 --> 01:05:10.440\nWe're going to change the cobblestones.\n\n1494\n01:05:10.440 --> 01:05:15.570\nI kept the cobblestones in the side, changed the walkway into a flat stone that\n\n1495\n01:05:15.570 --> 01:05:16.960\nlooked architecturally\n\n1496\n01:05:16.960 --> 01:05:17.960\ngood.\n\n1497\n01:05:17.960 --> 01:05:22.580\nDon Kettle, who put those cobblestones in, was very proud of it, saw that any\n\n1498\n01:05:22.580 --> 01:05:23.440\nfreaked out,\n\n1499\n01:05:23.440 --> 01:05:25.680\nhe said, \"Who messed up my cobblestones?\"\n\n1500\n01:05:25.680 --> 01:05:30.960\nHe went to Roger and he started to say, \"Who the hell touched my cobblestones?\"\n\n1501\n01:05:30.960 --> 01:05:32.680\nAnd Roger goes, \"Not me.\n\n1502\n01:05:32.680 --> 01:05:33.680\nIt's that Indra.\n\n1503\n01:05:33.680 --> 01:05:34.680\nYou know how she is.\n\n1504\n01:05:34.680 --> 01:05:35.680\nShe did it.\"\n\n1505\n01:05:35.680 --> 01:05:37.640\nBut you know what?\n\n1506\n01:05:37.640 --> 01:05:40.120\nDon never came and talked to me about it.\n\n1507\n01:05:40.120 --> 01:05:44.320\nNever did, but his wife, BIM, wrote me and let us say, \"Thank you.\n\n1508\n01:05:44.320 --> 01:05:45.320\nThank you for doing this.\"\n\n1509\n01:05:45.320 --> 01:05:46.320\nWell, that's great.\n\n1510\n01:05:46.320 --> 01:05:52.750\nAnd I think it's a great story because there are a lot of things that you just\n\n1511\n01:05:52.750 --> 01:05:54.160\ndon't know\n\n1512\n01:05:54.160 --> 01:05:56.600\nor you don't sense.\n\n1513\n01:05:56.600 --> 01:05:59.680\nAnd that was a great story for me.\n\n1514\n01:05:59.680 --> 01:06:03.160\nAnd it made me think that if I was going to go back and see, I would try to\n\n1515\n01:06:03.160 --> 01:06:03.640\nlook for\n\n1516\n01:06:03.640 --> 01:06:07.290\nthose kind of signals, be even more aware of them and do whatever I could\n\n1517\n01:06:07.290 --> 01:06:07.920\nwithin the\n\n1518\n01:06:07.920 --> 01:06:13.520\ncompany to make our places family-friendly and female-friendly as possible.\n\n1519\n01:06:13.520 --> 01:06:17.840\nI just have a question about women reentering the workforce.\n\n1520\n01:06:17.840 --> 01:06:23.220\nBrenda Barnes is a great example of someone who left her job as president of\n\n1521\n01:06:23.220 --> 01:06:24.120\nPepsiCo.\n\n1522\n01:06:24.120 --> 01:06:27.480\nThen came back as CEO of Sarah Lee.\n\n1523\n01:06:27.480 --> 01:06:32.150\nWhat can companies be doing to make it easier for women to come back if they\n\n1524\n01:06:32.150 --> 01:06:32.760\nleft?\n\n1525\n01:06:32.760 --> 01:06:36.360\nBecause there's so much knowledge, so much experience.\n\n1526\n01:06:36.360 --> 01:06:38.480\nHow do we get them back in the workforce?\n\n1527\n01:06:38.480 --> 01:06:40.840\nSo there used to be something on the Mommy track.\n\n1528\n01:06:40.840 --> 01:06:43.080\nSo it was an on-dramp and off-dramp.\n\n1529\n01:06:43.080 --> 01:06:44.080\nThat's it, you left.\n\n1530\n01:06:44.080 --> 01:06:46.800\nAnd if you want to cut back, it was tough.\n\n1531\n01:06:46.800 --> 01:06:50.310\nNow people are actually talking about a return ramp because they're realizing\n\n1532\n01:06:50.310 --> 01:06:51.040\nthat the women\n\n1533\n01:06:51.040 --> 01:06:55.820\nwho stepped out of the workforce extraordinarily well-educated, very smart, and\n\n1534\n01:06:55.820 --> 01:06:56.440\njust because\n\n1535\n01:06:56.440 --> 01:06:59.560\nthey went on to have kids, doesn't mean they shouldn't be back in the workforce\n\n1536\n01:06:59.560 --> 01:06:59.880\n.\n\n1537\n01:06:59.880 --> 01:07:04.320\nAnd in fact, they became even better at organization than juggling when they\n\n1538\n01:07:04.320 --> 01:07:05.120\nwent off to have\n\n1539\n01:07:05.120 --> 01:07:06.120\ntheir kids.\n\n1540\n01:07:06.120 --> 01:07:10.790\nSo most companies, now including banks, the big investment banks are saying, \"\n\n1541\n01:07:10.790 --> 01:07:11.040\nHow do we\n\n1542\n01:07:11.040 --> 01:07:14.680\ncreate a return ramp for all of these women?\"\n\n1543\n01:07:14.680 --> 01:07:19.370\nAll men who choose to take time off to be with their families to somehow come\n\n1544\n01:07:19.370 --> 01:07:19.760\nback to\n\n1545\n01:07:19.760 --> 01:07:20.760\nthe job.\n\n1546\n01:07:20.760 --> 01:07:23.120\nNow there are two things to think about there.\n\n1547\n01:07:23.120 --> 01:07:26.410\nIf you're willing to come back with a different cohort, meaning let's say you\n\n1548\n01:07:26.410 --> 01:07:27.080\nwent in a newer\n\n1549\n01:07:27.080 --> 01:07:33.170\nclass of 19, let's say your class of 2015, when you stepped out, you might come\n\n1550\n01:07:33.170 --> 01:07:33.680\nback\n\n1551\n01:07:33.680 --> 01:07:38.360\nand be in the same cohort group as the class of 2020, you should feel bad.\n\n1552\n01:07:38.360 --> 01:07:39.440\nOkay, about it.\n\n1553\n01:07:39.440 --> 01:07:40.440\nThat's one.\n\n1554\n01:07:40.440 --> 01:07:42.720\nAnd companies can do another thing.\n\n1555\n01:07:42.720 --> 01:07:46.920\nThey can keep you connected to the company while you're gone.\n\n1556\n01:07:46.920 --> 01:07:49.040\nSend you little reading packages.\n\n1557\n01:07:49.040 --> 01:07:52.450\nSend you material to keep up to date on the company so you're not completely\n\n1558\n01:07:52.450 --> 01:07:53.040\nout of all\n\n1559\n01:07:53.040 --> 01:07:54.040\nthe developments.\n\n1560\n01:07:54.040 --> 01:07:58.220\nThat way when you come back, you feel somewhat connected to the company and you\n\n1561\n01:07:58.220 --> 01:07:58.680\ncan pick\n\n1562\n01:07:58.680 --> 01:08:00.200\nup where you left off.\n\n1563\n01:08:00.200 --> 01:08:02.880\nBut if you want to go to some other company, that's also an option.\n\n1564\n01:08:02.880 --> 01:08:07.620\nI think in the next two years, ready to return initiatives are going to be the\n\n1565\n01:08:07.620 --> 01:08:08.360\nnormal.\n\n1566\n01:08:08.360 --> 01:08:14.160\nWe have a talent shortage in the country and we have so much talent is just\n\n1567\n01:08:14.160 --> 01:08:15.040\nfiguring\n\n1568\n01:08:15.040 --> 01:08:19.080\nout a way to bring them in and retain them in the workforce.\n\n1569\n01:08:19.080 --> 01:08:22.590\nReal quick, you have to do this really fast because we don't have a lot of time\n\n1570\n01:08:22.590 --> 01:08:22.840\n.\n\n1571\n01:08:22.840 --> 01:08:24.480\nFavorite family meal?\n\n1572\n01:08:24.480 --> 01:08:27.780\nWhen we sit down and have breakfast on the weekends, I make the Indian\n\n1573\n01:08:27.780 --> 01:08:28.600\nbreakfast and they\n\n1574\n01:08:28.600 --> 01:08:30.080\nall eat it.\n\n1575\n01:08:30.080 --> 01:08:31.560\nDad's pancakes.\n\n1576\n01:08:31.560 --> 01:08:33.360\nBeautiful.\n\n1577\n01:08:33.360 --> 01:08:37.960\nBest gift you ever received from your child or spouse.\n\n1578\n01:08:37.960 --> 01:08:42.950\nAnd they wrote me letters telling me how special I was mostly for my children\n\n1579\n01:08:42.950 --> 01:08:43.280\nbecause they're\n\n1580\n01:08:43.280 --> 01:08:46.980\nvery expressive and they write draw pictures and put stickers with it and I've\n\n1581\n01:08:46.980 --> 01:08:47.440\nkept all\n\n1582\n01:08:47.440 --> 01:08:48.440\nthose notes.\n\n1583\n01:08:48.440 --> 01:08:55.920\nIt has to be the letters you write me every birthday and father's day.\n\n1584\n01:08:55.920 --> 01:08:57.280\nFavorite picture of your family?\n\n1585\n01:08:57.280 --> 01:09:01.120\nCan you describe it?\n\n1586\n01:09:01.120 --> 01:09:05.330\nThe most favorite pictures, my two kids in the school uniforms and Raj and I\n\n1587\n01:09:05.330 --> 01:09:05.920\nstanding\n\n1588\n01:09:05.920 --> 01:09:09.080\nnext to them waiting for the school bus to come and pick them up.\n\n1589\n01:09:09.080 --> 01:09:10.240\nIt's not one picture.\n\n1590\n01:09:10.240 --> 01:09:11.840\nIt's our family wall that we have.\n\n1591\n01:09:11.840 --> 01:09:16.260\nIt's when you walk in and you see how you've just basically grown up as a child\n\n1592\n01:09:16.260 --> 01:09:16.760\nand how\n\n1593\n01:09:16.760 --> 01:09:20.240\nwe've grown up as a family together and all those family pictures together.\n\n1594\n01:09:20.240 --> 01:09:22.280\nIt's that collage.\n\n1595\n01:09:22.280 --> 01:09:24.240\nFavorite children's book?\n\n1596\n01:09:24.240 --> 01:09:27.400\nOh, what's the saggy baggy elephant?\n\n1597\n01:09:27.400 --> 01:09:31.200\nI read it for the kids so many times.\n\n1598\n01:09:31.200 --> 01:09:34.040\nThat one and Winnie the Pooh and the honey tree.\n\n1599\n01:09:34.040 --> 01:09:35.120\nThose are the two.\n\n1600\n01:09:35.120 --> 01:09:38.600\nMy God, we still sing Winnie the Pooh at home all the time.\n\n1601\n01:09:38.600 --> 01:09:40.600\nGo Dog Go has to be.\n\n1602\n01:09:40.600 --> 01:09:41.600\nBeautiful.\n\n1603\n01:09:41.600 --> 01:09:46.200\nWhat's the best advice you ever received from your grandparents?\n\n1604\n01:09:46.200 --> 01:09:50.920\nMy grandfather told me that if you're not a lifelong learner, you will atrophy.\n\n1605\n01:09:50.920 --> 01:09:55.290\nSo he said, \"Doesn't matter if you're 70 or 80 or 90, you have to remain a\n\n1606\n01:09:55.290 --> 01:09:57.040\nlifelong learner.\"\n\n1607\n01:09:57.040 --> 01:10:01.400\nSo keep thinking your back in school and keep your brain sharp.\n\n1608\n01:10:01.400 --> 01:10:06.180\nThat's a tough one because my grandfather's passed early in my life but my\n\n1609\n01:10:06.180 --> 01:10:08.360\ngrandmother's\n\n1610\n01:10:08.360 --> 01:10:11.800\ntaught me to play hard and play fair in cards.\n\n1611\n01:10:11.800 --> 01:10:13.280\nThat's true.\n\n1612\n01:10:13.280 --> 01:10:14.280\nGreat.\n\n1613\n01:10:14.280 --> 01:10:15.280\nThank you.\n\n1614\n01:10:15.280 --> 01:10:17.920\nI'd love to end with a final question to both of you.\n\n1615\n01:10:17.920 --> 01:10:21.840\nCan women and men have it all when it comes to family work and life?\n\n1616\n01:10:21.840 --> 01:10:24.280\nWhat hope can you give us?\n\n1617\n01:10:24.280 --> 01:10:26.640\nWe have to define what is having it all.\n\n1618\n01:10:26.640 --> 01:10:28.160\nWhat does it mean?\n\n1619\n01:10:28.160 --> 01:10:33.940\nIf you want to have a great job, a productive marriage and great kids and\n\n1620\n01:10:33.940 --> 01:10:34.840\nsomehow remain\n\n1621\n01:10:34.840 --> 01:10:40.380\nsame through it, to me that's eminently possible today with all the technology\n\n1622\n01:10:40.380 --> 01:10:41.240\nand the culture\n\n1623\n01:10:41.240 --> 01:10:43.720\nand the company's changing.\n\n1624\n01:10:43.720 --> 01:10:47.890\nAnd there's so many entrepreneurial options available for both men and women in\n\n1625\n01:10:47.890 --> 01:10:48.560\nour economy\n\n1626\n01:10:48.560 --> 01:10:49.560\ntoday.\n\n1627\n01:10:49.560 --> 01:10:51.560\nSo I'm very optimistic.\n\n1628\n01:10:51.560 --> 01:10:53.360\nI'm very optimistic as well.\n\n1629\n01:10:53.360 --> 01:10:58.200\nI've just written this book called Take Charge of You, How Self-Coaching Can\n\n1630\n01:10:58.200 --> 01:10:59.160\nTransform Your\n\n1631\n01:10:59.160 --> 01:11:01.680\nLife and Career.\n\n1632\n01:11:01.680 --> 01:11:04.600\nEnder was very nice to endorse it by the way.\n\n1633\n01:11:04.600 --> 01:11:09.560\nBut I think the only way you can have it all is you really self-coach your way\n\n1634\n01:11:09.560 --> 01:11:10.240\nthrough\n\n1635\n01:11:10.240 --> 01:11:11.240\nit.\n\n1636\n01:11:11.240 --> 01:11:16.080\nYou've got to understand what your priorities are, what really gives you joy.\n\n1637\n01:11:16.080 --> 01:11:20.490\nYou have to ask yourself some key questions along the way so that you keep\n\n1638\n01:11:20.490 --> 01:11:21.400\nthose things\n\n1639\n01:11:21.400 --> 01:11:23.880\nin balance.\n\n1640\n01:11:23.880 --> 01:11:28.630\nAnd then I think you've got to develop an action plan that allows you to live\n\n1641\n01:11:28.630 --> 01:11:29.800\nyour life around\n\n1642\n01:11:29.800 --> 01:11:33.120\nthe priorities and the values that you've set.\n\n1643\n01:11:33.120 --> 01:11:36.120\nAnd I think if you do that, you can have it all.\n\n1644\n01:11:36.120 --> 01:11:40.960\nAnd I also know that I need to give myself a little bit of self-coaching here.\n\n1645\n01:11:40.960 --> 01:11:43.560\nIt's time for us to wrap this up.\n\n1646\n01:11:43.560 --> 01:11:48.040\nSo Ashley, thank you very much for doing this interview.\n\n1647\n01:11:48.040 --> 01:11:51.680\nI know you like podcasting, but you're not going to take over my show.\n\n1648\n01:11:51.680 --> 01:11:53.880\nYou're going to have to come up with your own.\n\n1649\n01:11:53.880 --> 01:11:56.560\nSounds like a plan, Dad.\n\n1650\n01:11:56.560 --> 01:11:57.560\nThank you, Dad.\n\n1651\n01:11:57.560 --> 01:11:58.560\nAnd thank you, Indra.\n\n1652\n01:11:58.560 --> 01:12:02.440\nIt's been such an insightful conversation and one that I have a lot of take\n\n1653\n01:12:02.440 --> 01:12:02.880\naways to\n\n1654\n01:12:02.880 --> 01:12:03.880\nwalk home with.\n\n1655\n01:12:03.880 --> 01:12:07.160\nI just really, really love your book.\n\n1656\n01:12:07.160 --> 01:12:08.600\nIt's absolutely wonderful.\n\n1657\n01:12:08.600 --> 01:12:11.240\nSo everyone who's listening, go out and buy it today.\n\n1658\n01:12:11.240 --> 01:12:16.360\nIt is so important for us females to have someone like you to look up to.\n\n1659\n01:12:16.360 --> 01:12:20.910\nThank you for setting such an incredible example and for using your next set in\n\n1660\n01:12:20.910 --> 01:12:21.200\nlife\n\n1661\n01:12:21.200 --> 01:12:25.920\nto really drive this message about family and work home.\n\n1662\n01:12:25.920 --> 01:12:29.000\nIt's an important conversation and I hope it continues.\n\n1663\n01:12:29.000 --> 01:12:30.000\nThank you, Ashley.\n\n1664\n01:12:30.000 --> 01:12:31.000\nYou were fantastic.\n\n1665\n01:12:31.000 --> 01:12:32.200\nIt's been a pleasure meeting you.\n\n1666\n01:12:32.200 --> 01:12:34.320\nAnd I look forward to seeing you in person.\n\n1667\n01:12:34.320 --> 01:12:37.040\nDavid, thank you very much for giving me this opportunity.\n\n1668\n01:12:37.040 --> 01:12:38.040\nThank you, Indra.\n\n1669\n01:12:38.040 --> 01:12:39.680\nWe appreciate you very much.\n\n1670\n01:12:39.680 --> 01:12:48.400\nHey, thanks for listening to How Leaders Lead with David Novak.\n\n1671\n01:12:48.400 --> 01:12:52.320\nCheck out our other episodes and make sure to rate us and write a review.\n\n1672\n01:12:52.320 --> 01:12:56.040\nAnd for more information on how to become the best leader you can be, check out\n\n1673\n01:12:56.040 --> 01:12:56.440\nDavid\n\n1674\n01:12:56.440 --> 01:13:00.840\nNovakLeadership.com and follow me on Twitter at David Novak-Ogo.\n\n1675\n01:13:00.840 --> 01:13:06.120\n[MUSIC]","

David Novak 0:02

Welcome to the How leaders lead insight series and I have to tell you the day we have a very special discussion coming up. It's a conversation about work life family balance. Now, I got inspired to do this episode after reading my good friend introduce book entitled My life in full work, family and our future.

Now everyone knows that Indra is the former chairman and CEO of PepsiCo, and Indra and I both work together before she became chairman and CEO. And before I became chairman and CEO of yum brands, we were both part of PepsiCo, and we loved it and, and we had a lot of great times together and I admire very much, I saw firsthand in action, and she is absolutely fantastic as a leader. And as I thought about I thought it'd be fun and insightful to hear how we both think about work, family and diversity. And with Indra, obviously, coming up the ranks as an Indian female and me doing the same as as a white male. I've asked my daughter Ashley, a working mom with three incredible children, if I do say so myself as a proud grandfather, ask her to join us and conduct the interview, so that we could get a different and I would say, current perspective on this important issue. So let's get started with our conversation. Indra. Thanks for joining me, and congratulations on your outstanding book. I love the title, my life in full.

Indra Nooyi 1:42

David, thank you for having me on this podcast. And I have to tell you, I was so excited about doing this because Ashley is going to be interviewing me and to me, this is the best thing that could have happened. Okay,

David Novak 1:53

great. Great. Well, you had the idea. So I'll give you the credit. Let's turn it over to Ashley.

Ashley Butler 1:58

Well, thank you, Indra. And thank you, Dad, I really appreciate this opportunity. I do feel like my life is very full. I'm so curious to explore this topic. And this is going to be fun. And Indra. I loved your book. I couldn't put it down over the last three weeks as I was trying to find moments to read it and pick up chapters. The first thing I have to ask you that cover is absolutely beautiful, that picture of you. What are you thinking in that picture?

Indra Nooyi 2:25

So this is that picture of me I struggled with for a long time. Annie Leibovitz, the great Annie Leibovitz shot that picture. And it lasted two days to shoot 16 hours, and she must have shot about 2000 pictures. But she gave me this picture is what's going to be undercover. And it had a hairstyle for me that I'm really not used to little disheveled hair, and sort of a little bit of wisps on the, on the on the forehead. And I was worried because it looked like I'd forgotten to comb my hair. But in reality, she was trying to get some movement out of my hair. And I showed that picture to my mother who says, Well, why didn't you comb your hair? But you know, what is interesting. And he has now taught me that having my hair perfectly crafted look like a wig is not the greatest look, you have to create a little bit of movement in the hair, in order to give yourself a more sort of trendy look. So I'm not trying to be cooler in my old age, myself.

Ashley Butler 3:27

Well, it's absolutely beautiful. So thanks for sharing that story. Can you tell us a bit about why you wrote this book?

Indra Nooyi 3:34

You know, I never intended to write a memoir that was just not in the cards. I was going to write a series of policy papers and what it's going to take to grease the skids for women to ascend to positions of seniority in companies because people kept asking me why don't replace myself with a woman. And that made me think about why didn't a woman bubble up the top? When I was at PepsiCo? I yield a lot of women to other companies. But why didn't they wait around to be CEO of PepsiCo. And then I realized that the pipeline was broken, a lot of the women came into the workforce and then quit the second or the third level in the company, because they couldn't balance motherhood and being in a very intense job. So on the one hand, I knew we had to do something for those women in managerial jobs. On the other hand, a lot of the frontline workers, the essential workers who are young family builders also struggled during the pandemic, to come to work being caregivers, nurses, teachers, you know, working in retail or hospitality, but they didn't know who was going to take care of the children because the care system was completely shut down. So we had this dual problem both with the essential workers and with managerial workers. And I realized we had to do something to develop a strong care infrastructure for all of these people. So I was going to write a set of policy papers. But I was told nobody would read the policy papers because they're boring by themselves, unless I use the arc of my life to inform the policy papers. So this is a non traditional memoir, and that there is a whole bunch of tell stories. It's more the arc of my life lessons leading to the moonshot, which is how do we develop a care infrastructure?

Ashley Butler 5:15

You have a really interesting moment in your book that I just wanted to ask you about. Can you tell our listeners about the evening that you came home to tell your family that you would be the next president of PepsiCo? Can you share that story with us?

Indra Nooyi 5:29

Yeah, so let me draw the lessons from the story. Also, I came home late in the night and I just wanted to share the news with my family that I was going to be president of PepsiCo and on the board of directors and there was my mother waiting at the top of the stairs, saying, I don't want to hear any news, just go and get some milk. And I go, Why me, you could have asked my husband who seems to have been here much earlier, or he looked tired, he will get the milk. So I went and got the milk. And I sort of was upset with her. Why don't you let me share great news with you instead of saying, Go get the milk. And she said to me something which I've never forgotten. She said, When you enter the house, you're a mom, your wife, your daughter, daughter law, leave your crown, the garage. I don't want to hear about President Obama. I don't know what that is. Leave the crown vicarage. Now, I'll be honest with you actually, at that moment, I was pissed off, because my point is, let me enjoy my few moments in the sun, just Cleveland, just listen to me and enjoy mine. You know, news. But then she was also telling me that you've got to be humble. Because when you're at home, you and your husband have a very different responsibility than what you have to the company. So she was giving me a lesson in humility, priorities, and basically saying, don't try to come into the house and think all of us work for you. We don't your mom, his dad, play those roles. When you come into the house. It was a tough lesson, but I got it.

David Novak 6:54

That's funny. Because when I come home, Wendy always tells me she says you're not co around here.

Indra Nooyi 7:01

What she's telling you leave the crowd in the garage. I

David Novak 7:04

love that. That's a great friend.

Ashley Butler 7:06

So let's talk about work life balance. I mean, is this a real thing? Is this a real term?

Indra Nooyi 7:11

I don't think so. The word balance is what I worry about, I think is juggling priorities. Because, you know, you start off the day saying today I'm going to focus on my work in the evening, I'm gonna go home and do something. And then during the day, you get a call from the school. Oh, what if your kids fell and sprained an ankle or they're not feeling great, all sudden, your priorities have gone to hell, because you've got to juggle the day again. So I think work life balance may be a tough word is juggling all priorities related to work in life. Now, let me say one thing, though, there's one good thing that came out of COVID, it's technology development, we can now have access to zoom and teams and all of these teleconferencing tools. And our cell phones become so much more advanced, we can FaceTime, we can text, we can talk to our kids all the time. So unlike when David and I were coming up in the corporate world with the world, these technology tools, you had to be present, you had to travel. Now, you can actually do a lot of things remotely, I would have killed to come home at 330, taking my kids off the school bus, spent an hour or two them and then continued working at home, that luxury was not available. One had to travel one had to go meet people. I couldn't prioritize not traveling versus traveling. And so I think that in my time, work life juggling was impossible, I think in today's world, is much more possible.

Ashley Butler 8:41

Yeah, I completely agree with you, it's been so interesting to see how much I've gotten to know my co workers families better and how I've experienced being on these zoom calls, you see their kids pop in and out. And there's permission for that. I almost feel like now because all of us were trying to educate our children at home, while we were also working. And so there seems to be more permission to know and to have your family involved in your work.

Indra Nooyi 9:06

Very, very true, except that what we cannot allow happen is for the mother, in particular, to be so stressed out because they have to do so much. And they're always begging for, you know, internet time or broadband access because everybody's on the web doing their respective jobs. So we have to make sure we also create structures to de stress mothers and women in particular, so that they're not just completely sort of zonked out and end of the day because they've been handling five priorities all through the day, and there's no safe spot for them to go and just focus on the job, or whatever. So we have to think about future of work very, very differently.

Ashley Butler 9:48

Yes. So I'd like to kind of jump into talking about family because that was such an important part of your book. And I know you both are family people. You love your families there you is your favorite accomplishment? So can you set the stage and tell me a little bit about your immediate family?

Indra Nooyi 10:06

Well, you know, I grew up in a very tight knit family, I grew up in a conservative family, a family that believed in discipline, our family that gave me a very nurturing environment to grow up in a family where they believe that the girls and the boys should be equally educated and allowed to soar. So we will not discriminated against, which is very unusual. The other good thing is I married to somebody who believes that he is an equal partner in the marriage. So we both contribute equally to caring for the kids, household duties, everything. And I've married into a family where the family in my in laws, all belief that I should be allowed to work. So nobody has held me back. And then I look at my own family, between my husband, my kids, they're my life. And between my mother, my in laws, they've all helped take care of my kids. So this has been a multi generational family structure. And everybody has intergenerational responsibility to help all of us succeed. And I think of all the things I've done in my life, I would say my family's my biggest success that I feel good about. It's not that it's challenges. Don't get me wrong, when you have two daughters is always a challenge. But oh, boy, Mom was always the punching bag. And so having two daughters, who both vocal mom is a punching bag first when interesting now and then some our dads get a bye. I don't know why moms are the punching bag.

Ashley Butler 11:44

It's like, well,

Indra Nooyi 11:45

I got it. I got a note of that.

Ashley Butler 11:47

Yeah. I wonder if you had a son if it would have been a different experience as well?

Indra Nooyi 11:52

I think so. I think there would have been a little bit less punching bag, behavior. But that's okay. I still love my kids more than anything this world.

Ashley Butler 12:01

For sure. Dad, can you talk a bit about your upbringing and how it shaped your perspective about work?

David Novak 12:07

Well, you know, my mom and dad are 92 and 91. So I'm really blessed to have you know, I'm still in my life and just saw him in Scottsdale this past weekend, which was really great. But I grew up in a very unusual environment. I actually grew up in a trailer. My dad was a government surveyor, we moved every four months, my mom would check me into the school and say, Hey, David, we better make friends because we're leaving. And that was the case. But I lived in small towns up and down the United States and lived in 23 states by the time I was in seventh grade. And but I always had just so much love for my mom and dad, they taught me how to love and respect the family. I had two sisters and an inner when we get together as a family, no matter how big the house is, the biggest house we had when we grew up was eight feet wide by 46 feet long. We sit in the same sofa clump together hugging each other. So a really close knit knit family. But you know, I was very, very blessed to have the upbringing that I have people. So how could you? How could you lived in that environment? You know, and I always tell everybody, I succeeded. Because of my environment, not not in spite of it. It was it was I think one of the best things that ever happened to me, my, my mom and dad wanted me to live the American dream, I was the first kid to go to the go to college in our family. And, you know, thanks to a lot of great mentors and people who took me under their wing, I've been able to live that American dream.

Indra Nooyi 13:38

And David, you're one hell of an American dream, because I think going to so many schools made you become more social and more resilient. And that's the David that I've seen, and I've enjoyed interacting with, but you're raising a much bigger issue, which is the importance of families, families are needed for young people. And in today's world where, you know, families are fragile, families are messy, and people don't have, you know, the traditional families around them. How do we recreate social infrastructures and communities, so people can help each other out? It's a big discussion we need to have at some point

David Novak 14:12

in your soul, right? Because, you know, if you have a mom and dad that loves you, you're so far ahead of the game, you know, and, and I know Ashley feels blessed that she had Wendy as a mother and hopefully me as a father and you know, we're, you know, just having an only child. You know, we've just done everything together. And I think having that infrastructure I always say if you have a great mom and dad and you're born in this country, at least you have a chance you know, you have a chance to succeed and, and grow. And my mom and dad I have to tell you to this day along with Wendy and Ashley. They're my biggest they cheer for me all the time. You know, I can go on Squawk Box and they'll call me and say oh, my mom say You look so handsome. Your tie was wonderful. And you're so smart. I go I don't know if I ever know but thank you

Indra Nooyi 15:00

had never dealt with there are so many single parent families, there are so many families where, you know, things are not as rosy as they could be. The real question is, how do we create community structures that allow those young people to have family like relationships in society, within communities, either through libraries, civic centers, park benches, whatever, so that they too can feel supported. And they can feel like they can go to somebody for love and affection and reinforcement.

David Novak 15:32

I couldn't agree more. And one of the things that, you know, Ashley leads is, you know, in our lift ally Foundation, and you know, we focus on helping elementary school kids to get their self esteem, a lot of times they don't get at home, you know, like, understand what they're super talented, their talent is put their heart into it, that becomes their superpower. And then, you know, in high school, we have this program called Lead for change. And it's all about teaching people how to take people with them, understanding their background, what's you know, their life, how it's impacted them, and given them the encouragement that they need to go forward to make a difference in the community. And I think we, we've all got to be looking for ways to build the self esteem of people and help people, you know, really understand that they've got the capability to grow.

Indra Nooyi 16:16

And I think in today's digital world, where everybody's cocooning, how do you get them out of their cocoons, and actually come out to these places where people meet socially, you know, libraries, park benches, parks, barber shops, restaurants, how do we get people to sort of interact with each other and talk to each other, there's a big, big need, that's really we should take advantage of.

Ashley Butler 16:42

Yeah. And another thing I just really appreciated about your book is how you continuously revisited the family structure and the support that women need to be able to work and earn a living for themselves. Because a lot of what I've done with our work with the family foundation has been around early childhood education, the majority of brain development in children happened from birth to age five. And so that's just a critical time in a child's life. And so it's really important that we provide support for early childhood education. And a lot of that support is around building high quality childcare system, that supportive of working families, where those people that are working in those childcare centers are equipped to deliver just a strong, solid environment and education to those children that they serve every day. So it's a really important issue. Well,

Indra Nooyi 17:32

I agree with you, and we have to pay them right. I mean, one thing that surprised me was that many childcare workers get paid less in grocery store clerks who themselves not pay to well, and then many of them take jobs after the childcare jobs in another shift, right. That's a that's a tremendous price to pay. These are people taking care of our most vulnerable little babies. And so I think that we ought to rethink the whole childcare infrastructure, we have an opportunity to create ubiquitously available, high quality, affordable childcare systems, in whatever structure we choose to put it in whether homecare or center based care. But I think we really have to think about this otherwise, I don't know how we can deploy the smartest women in paid work to get the economy moving.

Ashley Butler 18:20

Yeah. Yeah. It's a really important topic. And I'm glad I'm hearing more and more people talking about it. And I hope it continues.

Indra Nooyi 18:27

Yeah, I hope so too. I think we need your voice to actually, next generation.

Ashley Butler 18:32

I'm trying I'm trying, I've been talking you doing talking about this for the last 10 years. But now finally, I feel like especially with all the American Recovery, money that's coming to cities, cities are having these conversations. So

Indra Nooyi 18:45

they should be spent wisely. There should be spent wisely. Yeah.

Ashley Butler 18:49

I mean, it's if philanthropy can not do anything with the amount of money that we have compared to that influx, it's a once in a lifetime opportunity. I agree. I want to get back to your upbringing just a little bit more. I'm really interested, particularly in what your mother's taught you about work.

Indra Nooyi 19:06

You know, it's interesting. It's my grandfather, my mother and father, three of them together. I watched the mother work all the time. You know, she was always busy at home. She was not a mother who hugged you and said, I love you. I love you and all that stuff. I mean, she barely had time to talk to us because you're always cooking and cleaning and catering to the elders. I don't believe any of us in that time of growing up, had appears in other families where the mothers or fathers hugged them and said, I love you. So we didn't grow up being told me I love you. We just assumed they loved us to pieces, because, you know, they did everything for us. So we knew they loved us implicit love. It was an upbringing where, you know, my mother would make us do things like a dinner time when she was having a dinner and we had finished and say, give me a speech about what would you do if you're the Prime Minister To the contrary, the chief minister of the state, and then the end of dinner, when we gave her the speech, she would pick a winner. There was never you know, last yesterday, it was a sister today's got to be you. There was no, you know, one day, each of you will get the prize, the best speech got the price. And this prize was a tiny, tiny piece of chocolate, I mean, tiny, it could barely see it, okay. But then when you were given this piece of chocolate, you licked it for hours, because it meant something to give me a bar of chocolate, a gigantic bar of chocolate doesn't taste as good as that tiny, tiny, tiny bit of chocolate. So, you know, she in a funny way, she made us be aspirational. She made us think about being bigger than we could ever be, wherever aspire to be. At the same time. She said, however, I'm going to get you married at mom house is going to work. But you know, this is a societal pressure was this her own dreams for her daughters. And she played that role. With great aplomb, I must say, she's still around, I'm blessed on that.

David Novak 21:06

My mom was always like, my coach. I mean, she, you know, when I had anything that was important school weather giving my first speech on idealism of America, she coached me through it and work with beyond, and was right there with me. And I remember her being there when I was crying when I didn't win. And she still thinks I should have won to this day, you know, but she, but my mom, she's a very hard worker. And, you know, I always would see my mother, actually, when I would go out in the restaurants because I would see people who were so committed to what they do. And, you know, my mom, and we moved to Kansas City after living in all these small towns, you know, my mom and dad needed to become dual income winners. And so my mom did things like she was a Avon salesperson in the in the neighborhood. And then she ran the bookkeeping for a small company. And then she ended up being a controller of another other small company. And she's totally self taught. But I always felt my mother, if she would have had the education, the training that I had, she could end up running a company as good as my father. But it's just, you know, I had the the breaks of having them to help me kind of move forward and begin to achieve.

Indra Nooyi 22:23

You know, David, listening to talk about your parents makes me emotional, because, you know, they work their way through whatever they're doing to give their children a better life. And it's just us kept you grounded. Absolutely.

Ashley Butler 22:35

I wanted to kind of get back to talking just about your early years, because I I'm really curious as I think about my daughters, and I think about the way we talk about careers, what were your dreams for your career when you were younger, and your family, not just your career, but your family? Did you have any idea of what you wanted?

Indra Nooyi 22:53

You know, actually, everybody in my family worked in a government job or a bank or a lawyer. So this notion of business didn't exist in our family at all. When my sister went to business school, she wrote the entrance exam on a lark, she didn't think she was going to get in and nobody thought she was going to get it. She just wrote it, because it was such an unattainable, you know, seat. She wrote the exam, she got in into one of the most prestigious schools were sort of blew everybody away. But now put the pressure on me because he's a year ahead of me, we were intensely competitive. If I had not written the entrance exam for the other school and gotten in people that have said, she's a success and interests a failure. So the only reason I wrote that business entrance exam was because I had to keep up with my system. Fortunately, I got in, and the rest was history. But I have to tell you, she was the real brains. And she's the one that changed the trajectory of our thinking to say, there's something called business. And I don't believe I sat down anytime and said, I'm going to be CEO of a company, but I didn't know what that meant, was always let's do the job. We're doing very well. The next one will come about, let's do the job. Well, something will happen in the next job. So it was never a question of plotting the arc. And saying in five years, I've got to be a, you know, a senior vice president 10 years and EVP those were just impossible, because we didn't know what that was.

David Novak 24:23

You know, for me, I really found out what I loved at the University of Missouri where I fell in love with advertising and marketing. And once I found that I knew I wanted to get in and I was just like you and I had to get a job. My first job was a copywriter and a small advertising agency and it was sort of like that was it that got me started. Then I looked at like, what was the next job? And what was the next job the next job and next thing I know somehow I ended up CEO of yum brands, but it just was a constant progression of pursuit of learning and trying to get better at whatever we do. Indra Did you have any vision for How many kids you'd have? Or what's your family be like, in addition to your job?

Indra Nooyi 25:03

No, I knew I wanted to get married and have kids, but I didn't have any vision or plan to have two kids or three kids or whatever, you know, I would have liked to have more kids, you know, because I love I love kids, but then I was in a car accident and all that stuff. So a lot of things got delayed, you know, but also coming back to what you were saying, David, in every job that you did, you excelled, you worked at that job. And you excelled at it. And that gave you the right to go to the next job. So you know, you have to demonstrate excellence in the job, including a parenting, you know, having my two kids is a bigger test. And so, you know, whether you want to have more kids or not, you've got to pass the test with your first two kids. And I'd say 50% of time, that's a great mom, the other 50% of say, Mom, come on, she was not even there. So depends on the time of day that you get them.

Ashley Butler 26:00

Yeah, and curious it as we move on in the conversation, just to talk about the early years when you both had young children. I mean, did you feel the pressure to do it all,

Indra Nooyi 26:10

of course, all the time. But because I had Raj and we sort of divvied up all our responsibilities equally, actually, we would sit down to calendars and plan out the next three months, six months, which family member we're going to import from India on a vacation for three months to help us out and then go back. Those days, it was very tough to get visas and all that stuff. So we sit down and and plan these days and months and years very, very carefully. And if at any point in time, both of us were not going to be home or one of us was not going to be home because we made a commitment that one of us will always be home every night. And if at any point both of us were going to be away, we made sure that a family member was at home, it required a lot of planning, a lot of planning. And because we couldn't talk to the kids face to face, it had to be through landline telephones those days, if you even know what it is. I do I know you had to we had to plan life very differently, very differently. And, you know, somehow it all worked out. But my hope is that this next generation doesn't have to struggle as much. So I think my own commitment to my kids is, I know what I went through. I know everybody wants, I want grandkids, you want kids. So whenever you choose to get married and have kids, we have to make life easy for you. Not go through what we went through.

David Novak 27:33

It's interesting, you know, when we got married, when he told me we'd never have children, because she was a diabetic. And she didn't think it was possible. She's a type one diabetic. But after nine years, she said, David, I want to have a baby. I said, Well, you can't it and she says I've been to the doctors, and we think we can give it a try. So she, you know, she got pregnant. And and you know, after six months, she was like bed rest. And at that point time, I had to take over a lot of things in the household. And for the I think that was when it really hit me Oh, my gosh, she's been working as a sales representative for a television station, doing a great job, picking up the laundry, picking up the you know, the groceries, doing the bulk of all the stuff that really ran the household. And now all of a sudden, I was doing all of that. And it really opened my eyes up to just what a working mother has to has to go through. And you know, all the stuff she was doing. And I think from that point on, I became a heck of a lot better because I was more empathetic with everything that she was going through. And, you know, I always really counsel everybody to make sure that you divide the responsibilities and that, you know, the tasks are not male and female, their family tasks that need to be shared.

Indra Nooyi 28:53

I think that's a very important line. David, I think when we start talking about kids and all that stuff, we've got to make sure people realize it's family, not female, very important line. And I have to tell you, there was one time in my life early on, where I took 10 days off and I said I'm just going to stay home not work and see what it's like to be, you know, mother at home full time. In two days. I was exhausted, exhausted. There's so much work in your own all the time. And there's no break. You know, you find things to do clean, the house organizers organized that you're driving all the time. You're the driver, you're the organizer, the cook the cleaner, you're everything. So I think we all owe a debt of gratitude. To mothers at home, especially mothers don't work outside the house and don't have a break from work. We really owe them a debt of gratitude. You're right, David. Yeah, you're right. I fully agree with what you're saying.

Ashley Butler 29:51

Yeah, I think it's really interesting that you did that sit down ahead of time because I feel like that's my Sunday night ritual is getting out our whiteboard and planning out what our week will look like. But it helps me maintain some mental health, I think knowing that everyone's cared for. So I think these conversations with your spouse are really important. How did you all intentionally build alignment with your spouse around these roles and responsibility? I mean, was that a conversation you had early in your marriages? Or was it something that developed over time? And what advice would you give to us about how to do that,

Indra Nooyi 30:26

pick your spouse very carefully. Because many times you end up falling in love with somebody, you marry them without really knowing how you're going to navigate life, you think luck will carry you through life sometimes does, but in many cases, it doesn't. And so I think it's important that upfront to have the conversations on, I intend to keep working, both of us are going to contribute to creating wealth for the family, we have to make sure we understand that families are fragile. And we have to make sure both of us have the economic means to keep the family going. And it means you're going to have to contribute to childcare, not just money, time, and effort. And we both have to address adversity together and the joys together. And you've got to make sure either family does not interfere. You know, the parents of both husband and wife don't interfere in that discussions. Because in many Indian families in particular, actually, the boy's parents don't like to see the daughter in law working. So in my case, I had the opposite. I had in laws, who said, Let's support her. We're so proud of her. Let's never keep working. And they were my biggest biggest tailwinds. So I think it's important that you have this conversation, they don't have you. And when they had this conversation before you got married, or you just assumed

David Novak 31:46

I think we had loved carrying the day for a while until we really got into our jobs and our careers. And, and then you know, Wendy woods, she made a lot more money than I did early on in the career, and then she had health issues. And we had the baby at Ashley Yeah. And then all of a sudden, she's gonna stay at home. And you know, and I think we worked our way through the process, but my feeling is, is that you know, marriage life, it's, you know, you're with your partners. It's sort of like being on a teeter totter, you know, you're never 100% You're never equal, you're never really balanced. There's always somebody that has to give more as things go up and down. And I think that what you want to have in a marriage is that sometimes you're gonna have to give more than the other person and you just do it because you know, you have to, and you want the other person feeling the same way. And I think that's how Wendy and I basically stayed together over the years, and she's had a lot of challenges and but together, we've always been in there to support Ashley every way we could, and to support each other, with whatever health issues that we have.

Indra Nooyi 32:50

That David beautifully put, I think if both people in the marriage Skok stayed committed to each other, and the kids, okay, in the family unit, stay committed to it. And stay committed to the fact that you work your way through adversity. It works on fine when you see, you know, breaking up as an easy way out. I think that's when things get messy.

Ashley Butler 33:11

Indra, you mentioned earlier, just kind of talking about some of the standards that are put on women and the responsibilities. I was reading your book watching a softball game in between softball games for my daughter's tournament, and I had this mom come up to me, and she looked at your book, and she was like, Oh, I've been wanting to read that. She goes, does it all address mom guilt. And I can't tell you how much I have women talk to me about mom guilt. You know some story about how bad they feel about this or that. Can you tell me do you think mom guilt is like a real thing? And how did you combat it?

Indra Nooyi 33:46

I didn't combat it. I lived with it. Yeah, I think we have a perfection gene. It's not just guilt. We have a perfection gene. We want to be the best mom, we want to be the best wife the best executive the best everything. It's not possible because they're all full time jobs. So in the course of juggling, we're actually making trade offs. And with every trade off comes a twinge of guilt. So you live with that all the time. It takes real effort to dump that guilt. And you know, if your chocolate chip cookie delivery to school is not perfect when it's your turn to do cookies. You feel guilty. Okay, forget it. A chocolate chip cookie with us round or shapeless still tastes like a chocolate chip cookie. We have to forget all this and go, Hey, it tastes good. Eat it. So I think we have to let go of the perfection gene. And, you know, sort of make life easier for us to come back at something actually. I think our sisterhood has to get stronger. Women have to form strong sisterhoods where we tell each other It's okay. Just don't worry about it. You deliver chocolate chip cookies, right? Half of them look like oh Australia or South America doesn't matter. As long as some looked round like the world, that's all that matters. They all taste good. It's a lesson in geography to the kids got, don't worry about it, you have to find humor in everything you do otherwise the guilt over comes in takes takes you over. Definitely. But men also go through guilt, believe it or not, don't talk about it.

Ashley Butler 35:24

Right. I mean, that was my next question for Dad, did you ever feel guilty? Did you ever envy the female role?

David Novak 35:31

Well, I've always been a person that wanted to be two places at one time. You know, it's like, if I was out of town, doing something I wanted to be home, you know, and it's like, I've always had that pulling all that tension through throughout my life.

Indra Nooyi 35:46

That tug is what causes guilt. Ultimately, I think if people like you men in in the halls of power, can say, we're going to support women, we're going to make sure they're not treated differently, we're going to make sure that if we spot an equal treatment, we're going to nip it in the bud, the world would be a better place. And I think women in particular, won't have the burden of being treated differently at work and carry that home, then you feel even more guilty. Why did I go to the office, when I'm treated like shit, and I come home? I think you always have to look at it through the lens of would I want my daughter or wife to go through these experiences that other people are going through? And the answer is no, change the environment. So we've got to make men in power people like you to stand up and say, we're going to stop this unconscious bias at work. Yes,

David Novak 36:37

I agree. And you know, things happen when you have female executives on your team, you know, it's like, I remember coming into young one day and an airline, our chief people officer says, hey, I want you to come down and see something. And you know, I'm really proud that she did this. But she created the daycare center it, and we went in there and she did this, but you know what, I have to be honest, wouldn't have been on my top 10 list of something that I would have personally done. But she knew it was needed, she took ownership of it, she made it happen. Okay. And I talked to Tracy skeins who runs our HR function at yum. And, you know, we have baby bonding. Now, four weeks vacation, as soon as you hit the door, you know, these are things that, you know, wouldn't have been necessarily top of mind for me. But I think when you have that female voice in your company, that strong and really will make the statement, you start doing the things that you need to need to have done. So you're maybe it wasn't top of mind for me, but I have a great appreciation and empathy for you know, the importance of having women in positions of power to make these things happen. And

Indra Nooyi 37:44

I think we have to put families, family builders, women into the core of all these discussions, not keep them fringe. And we have to bring empathy and humanity into the workplace and decision making.

Ashley Butler 37:57

I'd love to talk about work a little bit now cuz I feel like we're we're headed in that direction. Indra in 1994, there were no female CEOs at Fortune 500 companies. And honestly, I don't know how many women actually recognize that stat. You know, I wrote it. And I was like, that's, that's crazy to me. And then I kept seeing on Google, you know, the press, just screaming about how we had 41 female CEOs at Fortune 500 companies in 2021, and two of them were black women. And the press was acting like this was such an accomplishment. I look at that. And that doesn't feel like much progress. So really, what do you think it's going to take to get more women into the C suite?

Indra Nooyi 38:38

Oh, to three things. One, we have to develop the pipeline. We have to make sure women stay in the workforce. Women are wicked, smart. 70% of high school valedictorians are women. More than 50% of the top grades from colleges are from women. In STEM disciplines, women have one whole point of GPA more than men. Women are getting more professional degrees. Women are hungry, they want economic freedom, they want the power of the purse. So we have this wicked smart talent pool at a point when we want the best and brightest be working in our paid jobs so the country can move forward. You know, I look at MIT where I sit on the board, actually 47% of MIT engineers are women. Wow. And so Caltech, Georgia Tech, there are 30 35% women. So women are really doing extraordinarily well. So we have to find a way to deploy them in the workforce, but keep them in the workforce. Women leave for several reasons. One, they don't know how to balance, motherhood and the job and we haven't made it easy for them. Second, they just tired of things like unconscious bias in the workplace. The fact that there is no pay parity many times and so I think we have to remove all of these barriers that exist in the workplace. So women don't see their confidence being stripped through things like unconscious bias, and once you strip confidence, it strips the competence. So we have to make sure the workplace is friendly to both men and women, it's friendly to the best talent, not just friendly to the definition, the ideal worker of the past, who happens to be a man, but the ideal worker of the future, is just a talented person. It doesn't matter what gender they are, or what ethnicity of color. So we have to start thinking in very different ways. And so if we did that, I think we would keep more women in the workforce, create a better environment, create care support structures. And I think, you know, humanity will come back to companies, purpose will come back to companies, and we will have a much better version of capitalism that's practiced. Actually, maybe you should be CEO.

Ashley Butler 40:53

You know, I mean, I've always aspired to lead an organization. I think, for me, I also really, if you were to ask me, when I was a child, I wanted to be a mom. That's what I wanted to be, I was very set on, that was my thing. I feel like I found a nice in between right now, that really works well for my family. But I do know the sacrifices that I'm going to have to make if I continue to grow in my job and in my career, so I'm realistic about it. But I also sometimes don't want to take that step forward, just because I know the time that I have right now with my children is limited. And so I am hopeful, though, because I do feel like this conversation and more people are talking about it, I feel like that was one of the blessings of COVID, if there were any, was that people are starting to recognize how challenging this is, and that there needs to be more pathways and supports behind getting women in the workforce.

Indra Nooyi 41:53

But actually, actually, you made some great points, because you're right, it's got to be allowing choice, whoever wants to do whatever they want, if they want to balance work, and motherhood, we should give them the choice to do it. If you want to be in the workforce, we should give them the choice to do it, we should give them the support structures to do it. So it's about choice. This is not about mandate to have to work, or you have to stay home. This is about enabling choice. And that's really what we're talking about.

Ashley Butler 42:19

I think it's kind of interesting. In your book, you talk about the flexibility, stigma, you know that that that is a challenge for women in the workforce. And you know, sometimes I wish men recognized all the challenges that women are facing, and when we're trying to work and how we're getting things done that yes, sometimes we might require some more flexibility. But that doesn't mean we're going to do a bad job will probably double it. But that's pressure again,

Indra Nooyi 42:46

well, you're right, because I'm worried that if the rules of the company are whoever wants to come in, come in, whoever wants to work from home, do it, you shouldn't end up with a situation where all the men come to work. And I had women work flexibly, in which case, we're creating two classes of citizens. Now we're all in the early days of deciding what the future of work is going to be. I hope it's more rule based, which says, this group comes in two days a week, and this group comes in three days a week, the next time. So I hope it's more rule based. So no group feels like they were separated into those that went the office and visible versus those that worked remotely. I worry about this a lot.

David Novak 43:28

You know, the two skills in are that are so critical today, for successful leaders, the ability to have empathy, the ability to collaborate, and, you know, all the research that I've seen, says that women have those skills in spades compared to men. And I think, you know, finding a way to showcase that is can be critical for women and men is that as you climb the ladder, and it's going to be hard to do that at home. Yeah.

Indra Nooyi 43:58

And you know, we're not talking about men or women, we're talking about all the talent, talent doesn't matter what gender ethnicity you are, the best talent has to be deployed for the, for the future of the economy.

David Novak 44:10

I like that definition. I think it's the best talent, not male, female is the best talent. And those are the people that should be moving ahead and taking on more and more responsibility.

Indra Nooyi 44:20

That's right, Indra, I'd

Ashley Butler 44:21

really like for our female listeners to just get some advice from you about how to handle yourself in the workplace. I know I've been in situations where I've been called Honey, I've had people talk over me. I even occasionally get asked if I'm in high school, and I know I look young, but I'm starting to get a little bit older. So I think that's going to go away soon. But I do have a high voice I've been told on the phone to get my mommy when I was like 15 years old. These things. These things stick with you, you know, and so I'm wondering what advice can you give to women who are working and in these situations? How should we handle these interactions

Indra Nooyi 44:59

I I think one of the problems we have in our society is that in every part of the world, women either too tall or too short, too fat or too thin, the the high pitch to too low pitched, it doesn't matter what you are, you're always labeled and talked about as if you're just not adequate. That's how people view women. In fact, things like, if somebody delivers a breakfast cupboard and wrap the wait for the woman to open it, even if the woman is a senior, most executive, the men will open it. I mean, these sorts of gender behaviors prevail, even today. Now you've got to find ways around it, I'll be honest with you, one, you've got to get competent Speak for yourself, at the end of the day, you've got to be as good if not better than the other people in the room. Because at the end of the day, competence is what carries today. But let me give you a couple other survival strategies. When you see that plate of bagels and doughnuts in the center of the room waiting to be opened and nobody's opening it. If you choose to open it, take the plate, go out, pick yourself a doughnut, leave it far away, and then come back and leave it far, far away. So if anybody else wants dollars, they've got to go and get it from there. That way, you're not you're not trying to be the person that's acting as the service person. I remember many meetings, they would expect that I was going to write action items from the meeting, even though I was a fairly senior executive, the junior men wouldn't write the action items. So I said, Okay, I'm gonna teach you a lesson, I would write the action items and put deliverable dates. And why does action item was important, but I spun it in my own way. I put in dates that I thought made sense, people call me and say, but those are not the dates we agreed on. I said, we never agreed on any dates. That's the problem. So I gave you dates. So if you want me to write the action items, I'm going to spin it the way I think makes sense for the company. From my perspective, that was the last time they asked me to write action items. So we all have to develop our own skills to say, Okay, if you think I'm good enough to write action items, let me add value to it. So I think it's important that we develop our own survivors structures. However, there is no substitute for our sisterhood. Our sisterhood has to help us navigate through all of this, if we see other women being treated differently, we've got to stop and say, Hey, why are you rolling your eyes when she talks? Why are you talking over her? Or somebody should say, are you waiting for the women to open the trade, they're not going to? Let's all join together and open this tray guys. Or let's take turns you know, we'll pick our name from a hat. That person's gonna open the tray. But we need strength and numbers.

Ashley Butler 47:43

I'd love to ask you under you talk about competency. Do female leaders have the luxury of making mistakes? And can you give an example of an epic fail you might have had or a time when you failed? How did you come back from it?

Indra Nooyi 47:57

You know, when women leaders make mistakes, they're judged more harshly than men. And I'll also tell you that if something went wrong in PepsiCo, even in a division, we always said, Indra Nooyi CEO of PepsiCo, and they ascribe the blame to me when something went well. And if it had been from corporate, they would say it's from the division or from somebody else. So in some way, or shape, the mistakes always find the way to my feet, which is okay, I was deaf enough to handle it. The thing is, exterior, you have to show that you're very calm, you're resilient, and you have the courage inside, you probably mad you churning. And it's okay to go and shut the room and shut the door in the bathroom and have a good cry. Because I've seen men throw things around and four letter words, just bless you out. I couldn't do that. Because had I done that I would have gotten a reputation I wouldn't have liked. And so I would think those four letter words inside, but go to my bathroom, just utter it and have a good cry, put some makeup on and come back out again, looking very calm and collected. So these are all coping mechanisms. Unfortunately, women have to still operate by different set of rules unless you want to be Brandon. So it's how you develop your own set of coping mechanisms and who's going to be your support structure, when you really need to let go and say you won't believe what happened to me today and at work. Let me tell you, and somebody just listens to you doesn't judge you just gives you advice and says, calm down. Who's to pass?

Ashley Butler 49:38

There's one question that I really just I think our listeners would would really benefit from You both seem to be mentally stable and healthy individual. At least from what I can see. I know that pretty well. But how did you take care of yourself and your body while finding time to work?

Indra Nooyi 49:57

I think co jobs are very, very very stressful. You have the resilience, you have the backbone, you have the courage, you have the support structures to navigate through these difficult jobs. Or you should not ascend into those jobs because you can't come into the CEO job and then develop resilience, you come into the CEO job because you have resilience. Sometimes you don't even have time to take care of yourself, you don't have time to exercise, you're traveling too much. So you need all the wrong foods and you miss meals, and you do all the things we say is bad for, you know, healthy living. Where I feel again, optimistic, Ashley, in today's world with more technology available, I think you can actually balance a good life, a healthy life with a stressful job. Because, you know, we can work out while we're talking, we can build a zoom call and work out, we can FaceTime people without having to go visit with them. And so I'm very, very optimistic of what technology is going to do to enable, you know, any leader who's got enormous responsibility today, somehow stay healthy mentally, physically, and be healthy at work, in terms of decision making, and navigating through incredible environmental issues to the geopolitics, supply chains, social issues, they have to navigate through a lot. I don't know, how did you manage to

David Novak 51:25

I think it's just an enormous amount of stress. And I was in the food industry. And you know, I grew up in an industry where Colonel Sanders ate a chicken wing in every restaurant, he visited that day. And I thought, Well, I'm gonna go and win out when the franchisees over and I ate a chicken wing. And every restaurant I went into, I go into nine or 10 a day. And the next thing I know, I weigh about 235, okay, I kind of lost the balance. And I realized that I had to, you know, get better balance. And actually, it led to us getting healthier foods, we got baked chicken and KFC and my own personal experience, so I could start eating fresco tacos and, and, you know, so I started having products that we could, we could help balance out the life, but it was also something that our customers wanted as well. So we eliminated the veto vote by having some healthier foods for people, which we needed to get at. So I had to balance that. But I always tried to work out every day, find time in the morning, that was very important for me to get my workout in and stay balanced by having quiet time, you know, prayer, just meditation. That would help me get my mood elevator up so I could go to work and be semi tolerable to work with.

Ashley Butler 52:35

In your book, Indra, you talk about a lot of the male advocates and mentors you had. And dad, I know you had the same throughout your career. Indra, I know for you that had to be interesting to have a male mentors take such interest in you and help you to continue in your journey up the corporate ladder. But what advice would you give to men and women in leadership positions about ways to advocate for each other? Especially how can how can men advocate for women and minorities in their organization?

Indra Nooyi 53:06

I think you should mentor somebody because you see something in them. It's a real talent. And you think that little bit of help, they can go far and contribute massively to the company or the world in general. You know, somebody goes to somebody and says, Will you be my mentor doesn't mean anything. Mentors pick you. And mentors, pick people, irrespective of gender or ethnicity, they should pick the best talented keep, I keep coming back to this, pick the best talent, pick the best people you think, are going to do great for your entity of the country or society as a whole. That's how my mentors picked me. They were not just mentors. They were supporters. They were promoters. And they're also my biggest critics. When things didn't go right, boy, did they tell me off? And so I think that I benefited from that. But as a mentee, my responsibility was to the mentor was to listen to them. If I didn't listen to them and didn't take their advice, I'd go back and tell them, why didn't take it. So it was a mutual respect for each other. And I treated all my mentors with great respect. I think that's what people forget. A mentor means investing time and effort in you. Treat them with respect. Always give them feedback about why you're not feedback, tell them why you didn't do what they suggested you do. Keep that avenue of communication open. And if you did that, you will find a more productive mentor mentee relationship.

David Novak 54:33

You know, I think being a mentor. I agree if you want to venture the special talent, but I think one of the things that is your CEO or your high level of the organization, there are special talent out there and if you can focus it, and you know, all things being equal. I tried to focus on finding the female that I thought that was going to grow, finding the you know, the black person that I thought they really had the potential to Go forward. Because, you know, one of the things that I realized over time is that when you have, you know, minorities moving up the organization, it's amazing how many people they take with them. It's amazing how many, you know, like we had one person run operations, who was black. All of a sudden, we had some fantastic black operators in our company that moved up and took on more and more responsibility. So I always I really, I have to tell you, I was biased, in terms of how I would spend my mentoring time, so that it would be focused on on minorities, because I thought that that would give us the biggest payoff in terms of making an improvement in an area that I knew we had to get better at.

Indra Nooyi 55:44

No, David, I think you did a very, very good job. And then But your point is very well taken that when you elevate people who, you know, never got to these positions of power. Now people look up to them as role models and say, I too, can get there. And the environment changes because people now learn how to work with diverse people. And they no longer exhibit the kinds of behaviors that felt a little bit awkward in the past. So you're absolutely right. And I'm glad you did what you did, because you're known industry for having mentored great, diverse talent.

Ashley Butler 56:16

Another question that I had was in this might be a chicken and egg situation, but just hear me out here. Do women need to ask for things? Or do men need to notice that women need them? Things like a pay raise more flexibility parental leave? What advice would you give our male and female listeners?

Indra Nooyi 56:35

You know, this is why we have human resources departments. You know, a woman should never have to ask for pay parity, human resource should be looking at every job all the time and saying, Hey, there's a man and a woman in the same job. Why is the woman getting paid 5%? Less? First of all, even the woman finds out it may be too late. Okay, so my point is, we have to go back and ask the Human Resources functions, what is your job, your job is to hire, train, develop, retain the best talent. As part of retention, it's paying them the right wages, parity with the men for the same job, nobody should be discriminated against because of the agenda. And nobody should get an edge because they represent the ideal worker of the past. And the new ideal worker gets treated differently, don't do that. So I think that the time has come for us to hold HR functions responsible. And HR functions sometimes mirror the CEOs thinking boards have to make sure the total the top is right. And they should put CEOs in jobs who take this issue very, very seriously. And look at it on an annual basis to say, are we treating all our employees fairly? And I think this is something that, you know, is a skill that some companies do very well at other companies don't, the time has come to take this very seriously.

David Novak 58:05

You know, I agree with you. And, you know, I always viewed I know, I was a CEO, but I always viewed myself as a chief people officer, I felt like I was in charge of talent, I was in charge of the work environment. And that if we created a special place to work where people felt valued, it was going to be because I was going to make that my top priority. And I find all the great CEOs I talked to, they do that. But you have to have an advocate, you have to have an HR leader who can who can really carry the ball for you and make sure that happens. If nothing would make me matter, then if I would see a high talent, female, you know, who's doing a job better than the male. And she's making 10% less, I mean, I would get rip, you know, we'd have our people planning processes. When that happen, I would go nuts. But you know, it's funny how people it's okay, as long as it's not you, okay? You know, if you're the one that's getting, you know, discriminated against on the pay or whatever, then it's a problem, okay. But you got to have people really have their antenna up to make sure that that doesn't happen. And I have to tell you, I think a lot of leaders, and a lot of HR people are tone deaf, you know, they just don't get

Indra Nooyi 59:15

it. But I think this is where the change has to happen to change has to happen. But I'll be honest with you, actually, before this change happens if a female notices that a pay is not parity to somebody else doing the same job, you have to ask for it. There's no question about it, you have to because if the HR departments aren't going to sensitize everybody, we got to sensitize people ourselves, okay? But remember, when you asked for it, you have to make sure you get it. If you don't, that creates a different sort of cloud for you and for the company. So I would come back and say HR departments have to step up to the plate. How did

David Novak 59:52

you ever get over and I read your book, you know, you found out that you know, some people like myself, okay, You got a ton of options, you didn't get the options. How did you cope with that? I mean, because I'll tell you, that's the thing that always I never really cared about money, have never cared about money, money came to me the only thing I was was competitive. Okay. So I kind of said, if this inner new is getting this, then I'm gonna get this. Okay. You know, and, you know, how did you cope with the fact that you found out these guys were making a lot more money than you,

Indra Nooyi 1:00:26

you know, until at random and became CEO, okay? When he just adjusted everything. I mean, he was just a great guy that way, he said, I can't believe that your pay is not at this level. He gave me a big raise lots of options. Until then, I was just happy to be in the room. And most of the problems are because of my cultural upbringing, strictly my cultural upbringing, which basically said, Just do the job and shut up. And the money I was making, David was more than I've ever seen. So never asked for it. And I knew everybody was getting options like you won't believe it. And remember those days I was doing the spin off of restaurants, all of those food service, thank you very much casual dining properties. And also spinning out the bottlers buying Tropicana. I mean, I was working 24/7, with little babies. And I would always be surprised that, you know, I wasn't getting those options. But at that point, I said, You know what, I was making more money than I've ever seen. And I was the only one of its kind of in those halls of power. And I was not comfortable asking for money. I was just not which I vital in retrospect, it was a mistake. But I was just not there. Later on. I made sure that never happened to people around me.

Ashley Butler 1:01:46

Good. I'm curious, as you talk about the human resource function, and some of the changes you would make. Is there anything if you went back to PepsiCo to be CEO, or dad, if you went back to Yum, brands? CEO? Is there anything that you would do differently? Or is there a particular focus that you would put on that function for the future?

Indra Nooyi 1:02:07

I would basically say, let's put women family builders and families in the center of our discussion. Even if we didn't have COVID, we started the discussions on what support structures are we going to provide? Just like David, we had on site, a near site childcare for a lot of PepsiCo facilities. But you know, for the factory workers, we didn't have that much support. If I'd stayed around, I would have thought about how to cooperate with other factories in a particular area, and provide childcare for factory workers. And so I think the discussions would have advanced a lot more on providing support to families to be able to juggle work and family and somehow not carry the guilt of work at home and home at work. So I'd have worked on that. I don't know, David, what would you have done? Well, you

David Novak 1:02:53

know, I think I would have tried to do what I think a lot is happening right now at yum brands, you know, I, I'm so pleased that we have 12 weeks of baby bonding, you know, I think that is just like and that the you get four weeks, you know, right out the door. And the thing that I was really excited about four weeks vacation, see, just the thing I was really excited about is that our restaurant general managers also get that 12 weeks of baby bonding, or close to it, you know, in the old days, it was just the headquarter people and not necessarily the people in the factories and on the front line. And so I think, you know, spreading it, you know, spreading this care, spreading the fact that everybody needs it at every level of the organization, I think is something I would work on. And the other thing is, I found it very interesting. Indra. You know, when we were spun off from PepsiCo, I went to go see Roger, Enrico and I remember it was on Martin Luther King Day and I made this presentation on why I should run the company, etc. You know, but I remember walking up those steps at PepsiCo and I was on the cobblestones. And I was like, This is the greatest device. This is so beautiful. These I love these cobblestones. I've locked it up. I think it's great. And then I read in your book, okay, that you got rid of the cobblestones and and I thought it was a great thing for me to say okay, if I was going to go back what would I do? You don't think I'd be more empathetic because tell everybody why you got rid of the cobblestones? Wonderful. I think it's a great male female thing.

Indra Nooyi 1:04:28

So you know and Pepsi Cola we did put in 12 weeks of maternity paternity leave flexible work hours on site near site childcare, adoption benefits. So we really did everything right for families, but on the cobblestones, you know anybody with heels? Always got the heels cotton cobblestone. So women were tiptoe, whatever here it was. But men also said their shoes would get scuffed in the cobblestones Bob Morrison used to talk about it all the time. And expensive shoes would be gone in a while so you walked in with sneakers and shoes. changed into heels. My point is Ryan, why don't you have cobblestones in a female friendly company? So guess what we're going to change the cobblestones. So I kept the cobblestones the side, change the, you know, the walkway into a flat stone that looked architecturally good. Now Don Kendall, who put those cobblestones in and was very proud of it, saw that and he freaked out. He said, who messed up my cobblestone. He went to Roger, he started to say who the hell touched my cobblestones and Roger goes, not me, it's Diandra, you know how she is. But you know what? Don never came and talked to me about it. But his wife then wrote me a letter saying, Thank you. Thank you for doing this.

David Novak 1:05:45

Oh, that's great. Man. I think it's a great story. Because, you know, there are a lot of things that you just don't you don't know, or you don't you don't sense. And you know, that was a great story for me. And it made me think that if I was going to go back and see I would try to look for those kinds of signals, be even more aware of them and do whatever I could within the company to to make our place as family friendly and female friendly as possible.

Ashley Butler 1:06:13

I just have a question about women like re entering the workforce, like Brenda Barnes is a great example of someone who, who left her job as president of PepsiCo, then came back as CEO of Sara Lee, right. So what can companies be doing to make it easier for women to come back if they left because there's so much knowledge, so much experience, you know, how do we get them back in the workforce.

Indra Nooyi 1:06:38

So there used to be something on the mommy track. So it was an on ramp and off ramp to left, right. And if you wanted to cut back, it was stuff. Now people actually talking about a return ramp, because you're realizing that the women who stepped on the workforce are extraordinarily well educated, very smart. And just because we have to have kids, that doesn't mean they shouldn't be back in the workforce. And in fact, it became even better organization and juggling when they went off to have the kids. So most companies now including banks, the big investment banks are saying, how do we create a return ramp for all these women, or men who choose to take time off to be with their families, to somehow come back to the job. Now, there are two things to think about there. If you're willing to come back with a different cohort, meaning, let's say you went in a new class of 19. So let's say your class of 2015, when you stepped out, you might come back and be in the same cohort group is the class of 2020. You should feel bad, okay about it. That's one second, companies can do another thing. They can keep you connected to the company while you're gone. Send you little reading packages, send you material to keep up to date on the company. So you're not completely out of all the developments, that when you come back, you feel somewhat connected to the company, and you can pick up where you left off. But if you want to go to some other company, that's also an option. I think in the next two years, ready to return initiatives are going to be the normal, we have a talent shortage in the country. And we have so much talent is just figuring out a way to bring them in and retain them in the workforce.

Ashley Butler 1:08:18

Real quick, you have to do this really fast, because we don't have a lot of time. Favorite family meal.

Indra Nooyi 1:08:23

When we sit down and have breakfast on the weekends. I make the Indian breakfast and they all eat it.

David Novak 1:08:29

They had pancakes.

Ashley Butler 1:08:31

Beautiful, best gift you ever received from your child or spouse.

Indra Nooyi 1:08:37

They wrote me letters telling me how special I was mostly for my children. Because they're very expressive. And they write draw pictures and put stickers with that. And I've kept all those notes. It

David Novak 1:08:48

has to be the letters you write me every birthday and Father's Day.

Ashley Butler 1:08:55

favorite picture of your family. Can you describe it?

Indra Nooyi 1:09:00

The most favorite pictures my two kids in their school uniforms. And Raj and I standing next to them waiting for the school bus to come and pick them up.

David Novak 1:09:08

It's not one picture. It's it's our family wall that we have. It's when you walk in and you see you've just basically grown up as a child and how we've grown up as a family together and all those family pictures together is that collage

Ashley Butler 1:09:21

favorite children's book.

Indra Nooyi 1:09:24

Oh, was it the saggy baggy elephant? I read it for the kids. So many times that one and Winnie the Pooh and the honey tree. Those are the two my god we still think we need to pull at home all the time.

David Novak 1:09:38

Go dog go has to be

Ashley Butler 1:09:40

beautiful. What's the best advice you ever received from your grandparents?

Indra Nooyi 1:09:45

My grandfather told me that if you're not a lifelong learner, you will atrophy. So he said doesn't matter if you're 70 or 80 or 90, you have to remain a lifelong learner. So keep thinking you're back in school and keep your brain sharp.

David Novak 1:10:01

That's a tough one because my grandfather's passed early in my life. But my, my grandmother's taught me to play hard and play fair and cards.

Ashley Butler 1:10:11

That's great. Thank you. I'd love to end with a final question to both of you. Can women and men have it all when it comes to family work in life? What hope can you give us?

Indra Nooyi 1:10:24

We have to define what is having a daughter? What does it mean? If you want to have a great job, a productive marriage and great kids, and somehow, you know, remain sane through it. To me that's eminently possible today, with all the technology and the culture and companies changing. And there's so many entrepreneurial options available for both men and women in our economy today. So I'm very optimistic.

David Novak 1:10:50

I'm I'm very optimistic as well, you know, I've just written this book called, take charge of you how self coaching can transform your life and career. And Ender was very nice to endorse it, by the way. But, you know, I think the only way you can have it all, is you really self coach your way through it. You got to understand what your priorities are, what really gives you joy, you have to ask yourself some key questions along the way, so that you keep those things in balance. And then, you know, I think you've got to develop an action plan that allows you to live your life around the priorities and the values that you've said. And I think if you do that, you can't have it all. And I also know that I need to give myself a little bit of self coaching here. You know, it's time for us to wrap this up. So, Ashley, thank you very much for doing this interview. I know you'd like podcasting, but you're not going to take over my show, you're going to have to come up with your own.

Ashley Butler 1:11:54

Sounds like a plan, Dad. Thank you, dad. And thank you, Indra. It's been such an insightful conversation and one that I have a lot of takeaways to walk home with. I just really, really love your book. It's absolutely wonderful. So everyone who's listening, go out and buy it today. It is so important for us, females to have someone like you to look up to. And thank you for setting such an incredible example in for using your next set in life to really drive this message about family and work home. It's an important conversation. I hope it continues.

Indra Nooyi 1:12:28

Thank you, Ashley, you were fantastic. It's been a pleasure meeting you. And I look forward to seeing you in person. David, thank you very much for giving me this opportunity.

David Novak 1:12:36

Thank you, Andrew, appreciate you very much.

Hey, thanks for listening to how leaders lead with David Novak. Check out our other episodes and make sure to rate us and write a review. And for more information on how to become the best leader you can be. Check out David Novak leadership.com and follow me on Twitter at David Novak. ogo

","pinned_at","featured_at","published_date","2021-10-28","itunes_episode_id",56,"2025-10-02T14:41:35.000000Z",{"_63":402,"_112":404,"_19":403,"_114":-5,"_115":405,"_116":409,"_117":-5,"_118":406,"_119":407,"_120":-5},{"_63":93,"_21":222,"_223":470},[468],{"_63":78,"_112":121,"_19":62,"_114":-5,"_115":-5,"_116":-5,"_117":-5,"_118":-5,"_119":-5,"_120":-5},{"_63":80,"_112":113,"_19":89,"_114":-5,"_115":-5,"_116":-5,"_117":-5,"_118":-5,"_119":-5,"_120":-5},{"_63":93,"_21":222,"_223":469},{"_125":64,"_92":93},{"_125":64,"_92":93},2683,"Build your mentorship relationships around mutual respect","WEBVTT\n\n1\n00:00:00.000 --> 00:00:03.990\nI think you should mentor somebody because you see something in them. It's a\n\n2\n00:00:03.990 --> 00:00:07.850\nreal talent and you think that a little bit of help they can go far and\n\n3\n00:00:07.850 --> 00:00:11.000\ncontribute massively to the company or the world in general.\n\n4\n00:00:11.000 --> 00:00:15.310\nYou know somebody goes to somebody says when you be my mentor doesn't mean\n\n5\n00:00:15.310 --> 00:00:17.000\nanything mentors pick you.\n\n6\n00:00:17.000 --> 00:00:24.650\nAnd mentors should pick people irrespective of gender or ethnicity they should\n\n7\n00:00:24.650 --> 00:00:27.960\npick the best talent. I keep coming back to this. Pick the best talent. Pick\n\n8\n00:00:27.960 --> 00:00:31.000\nthe best people you think are going to do great for your entity or for the\n\n9\n00:00:31.000 --> 00:00:32.000\ncountry or society as a whole.\n\n10\n00:00:32.000 --> 00:00:36.900\nThat's how my mentors pick me. They were not just mentors. They were supporters\n\n11\n00:00:36.900 --> 00:00:42.040\n. They were promoters. And they were also my biggest critics. When things didn't\n\n12\n00:00:42.040 --> 00:00:44.000\ngo right boy did they tell me off.\n\n13\n00:00:44.000 --> 00:00:49.950\nAnd so I think that I benefited from that but as a mentee my responsibility was\n\n14\n00:00:49.950 --> 00:00:55.100\nto the mentor was to listen to them. If I didn't listen to them and didn't take\n\n15\n00:00:55.100 --> 00:00:58.000\ntheir advice I'd go back and tell them why I didn't take it.\n\n16\n00:00:58.000 --> 00:01:03.570\nSo it was a mutual respect for each other and I treated all my mentors with\n\n17\n00:01:03.570 --> 00:01:07.000\ngreat respect. I think that's what people forget.\n\n18\n00:01:07.000 --> 00:01:12.100\nA mentor means the investing time and effort in you. Treat them with respect.\n\n19\n00:01:12.100 --> 00:01:16.000\nAlways give them feedback about why you're not feedback.\n\n20\n00:01:16.000 --> 00:01:20.000\nTell them why you didn't do what they suggested you do.\n\n21\n00:01:20.000 --> 00:01:25.200\nKeep that avenue of communication open and if you did that you'll find us a\n\n22\n00:01:25.200 --> 00:01:28.000\nmore productive mentor mentee relationship.\n",3186439,3273559,"Mentor, mentorship, respect, feedback","build-your-mentorship-relationships-around-mutual-respect","fygAq7aydoNoE02FJQUMwwxx9bvfOmd5OS01JrAQXt5io","k402UdBtX1O5fRVR1LrErmcapg02StU02vpfPsp02nvYLU4","2025-03-07T15:23:48.000000Z","https://www.howleaderslead.com/clips/2683/build-your-mentorship-relationships-around-mutual-respect",{"_63":64,"_65":66,"_67":68,"_69":28,"_70":71,"_72":73,"_74":75,"_76":75,"_77":78,"_79":80,"_81":82,"_83":-5,"_84":-5,"_85":-5,"_86":-5,"_87":62,"_88":89,"_90":91,"_92":93,"_94":485,"_96":-5,"_97":486,"_107":487,"_109":488,"_111":-5},{"_63":365,"_128":399,"_154":400,"_435":451,"_452":453,"_151":454,"_153":455,"_76":166,"_456":-5,"_74":166,"_457":-5,"_229":401,"_231":402,"_160":-5,"_79":-5,"_458":459,"_460":461,"_228":-5,"_125":64,"_81":462,"_84":-5,"_85":-5,"_86":-5,"_233":403,"_235":404,"_237":405,"_239":406,"_179":-5,"_183":-5,"_119":407,"_242":-5,"_88":-5,"_96":-5,"_243":484,"_203":-5,"_109":-5,"_111":-5},{"_63":402,"_112":404,"_19":403,"_114":-5,"_115":405,"_116":409,"_117":-5,"_118":406,"_119":407,"_120":-5},{"_63":93,"_21":222,"_223":491},[489],{"_63":78,"_112":121,"_19":62,"_114":-5,"_115":-5,"_116":-5,"_117":-5,"_118":-5,"_119":-5,"_120":-5},{"_63":80,"_112":113,"_19":89,"_114":-5,"_115":-5,"_116":-5,"_117":-5,"_118":-5,"_119":-5,"_120":-5},{"_63":93,"_21":222,"_223":490},{"_125":64,"_92":93},{"_125":64,"_92":93},2682,"WEBVTT\n\n1\n00:00:00.000 --> 00:00:05.480\ntime to work? I think CEO jobs are very, very, very stressful.\n\n2\n00:00:05.480 --> 00:00:10.080\nYou have the resilience, you have the backbone, you have the courage, you have\n\n3\n00:00:10.080 --> 00:00:10.520\nthe support\n\n4\n00:00:10.520 --> 00:00:15.440\nstructures to navigate through these difficult jobs, or you should not ascend\n\n5\n00:00:15.440 --> 00:00:16.200\ninto those\n\n6\n00:00:16.200 --> 00:00:21.150\njobs because you can't come into the CEO job and then develop resilience. You\n\n7\n00:00:21.150 --> 00:00:21.400\ncome into\n\n8\n00:00:21.400 --> 00:00:26.020\nthe CEO job because you have resilience. Sometimes you don't even have time to\n\n9\n00:00:26.020 --> 00:00:26.440\ntake care of\n\n10\n00:00:26.440 --> 00:00:30.460\nyourself. You don't have time to exercise. You're traveling too much. So you\n\n11\n00:00:30.460 --> 00:00:30.800\neat all\n\n12\n00:00:30.800 --> 00:00:36.400\nthe wrong fruits and you miss meals and you do all those things we say is bad\n\n13\n00:00:36.400 --> 00:00:37.440\nfor healthy\n\n14\n00:00:37.440 --> 00:00:43.300\nliving. Where I feel again optimistic, Ashley, in today's world with more\n\n15\n00:00:43.300 --> 00:00:44.760\ntechnology available,\n\n16\n00:00:44.760 --> 00:00:50.540\nI think we can actually balance a good life, a healthy life with a stressful\n\n17\n00:00:50.540 --> 00:00:52.040\njob because\n\n18\n00:00:52.040 --> 00:00:57.520\nwe can work out while we're talking. We can build a Zoom call and work out. We\n\n19\n00:00:57.520 --> 00:00:58.040\ncan face\n\n20\n00:00:58.040 --> 00:01:02.930\ntime people without having to go visit with them. I'm very, very optimistic\n\n21\n00:01:02.930 --> 00:01:03.840\nabout what\n\n22\n00:01:03.840 --> 00:01:09.470\ntechnology is going to do to enable any leader who's got enormous\n\n23\n00:01:09.470 --> 00:01:11.720\nresponsibility today,\n\n24\n00:01:11.720 --> 00:01:17.300\nsomehow stay healthy mentally, physically and be healthy at work in terms of\n\n25\n00:01:17.300 --> 00:01:18.520\ndecision-making\n\n26\n00:01:18.520 --> 00:01:24.840\nand navigating through incredible environmental issues to the geopolitics,\n\n27\n00:01:24.840 --> 00:01:26.320\nsupply chains,\n\n28\n00:01:26.320 --> 00:01:29.120\nsocial issues. They've been navigate through a lot. I don't know how did you\n\n29\n00:01:29.120 --> 00:01:29.640\nmanage to\n",2997740,3084329,"Resilience, stress, CEO, exercise, work life balance,","NyY02xxNgR00mxUXOcCp601TYyoTw4tWEGVthNeD7ItLh00","pozbHKlbWR02RfZ83YmFJBQQ01yIS94l7R00yuk6UCUN5I","2025-03-07T15:23:44.000000Z","https://www.howleaderslead.com/clips/2682/cultivate-resilience-before-you-take-that-stressful-job",{"_63":64,"_65":66,"_67":68,"_69":28,"_70":71,"_72":73,"_74":75,"_76":75,"_77":78,"_79":80,"_81":82,"_83":-5,"_84":-5,"_85":-5,"_86":-5,"_87":62,"_88":89,"_90":91,"_92":93,"_94":504,"_96":-5,"_97":505,"_107":506,"_109":507,"_111":-5},{"_63":365,"_128":399,"_154":400,"_435":451,"_452":453,"_151":454,"_153":455,"_76":166,"_456":-5,"_74":166,"_457":-5,"_229":401,"_231":402,"_160":-5,"_79":-5,"_458":459,"_460":461,"_228":-5,"_125":64,"_81":462,"_84":-5,"_85":-5,"_86":-5,"_233":403,"_235":404,"_237":405,"_239":406,"_179":-5,"_183":-5,"_119":407,"_242":-5,"_88":-5,"_96":-5,"_243":503,"_203":-5,"_109":-5,"_111":-5},{"_63":402,"_112":404,"_19":403,"_114":-5,"_115":405,"_116":409,"_117":-5,"_118":406,"_119":407,"_120":-5},{"_63":93,"_21":222,"_223":510},[508],{"_63":78,"_112":121,"_19":62,"_114":-5,"_115":-5,"_116":-5,"_117":-5,"_118":-5,"_119":-5,"_120":-5},{"_63":80,"_112":113,"_19":89,"_114":-5,"_115":-5,"_116":-5,"_117":-5,"_118":-5,"_119":-5,"_120":-5},{"_63":93,"_21":222,"_223":509},{"_125":64,"_92":93},{"_125":64,"_92":93},2681,"Strategies to combat gender discrimination at work","WEBVTT\n\n1\n00:00:00.000 --> 00:00:03.760\nYou've got to let competence speak for yourself at the end of the day. You've\n\n2\n00:00:03.760 --> 00:00:05.680\ngot to be as good\n\n3\n00:00:05.680 --> 00:00:09.320\nIf not better than the other people in the room because at the end of the day\n\n4\n00:00:09.320 --> 00:00:11.080\ncompetence is what carries the day\n\n5\n00:00:11.080 --> 00:00:13.440\nBut let me give you a couple other\n\n6\n00:00:13.440 --> 00:00:17.840\nSurvival strategies when you see that plate of bagels or donuts in the center\n\n7\n00:00:17.840 --> 00:00:20.600\nof the room waiting to be open and nobody's opening it\n\n8\n00:00:20.600 --> 00:00:25.990\nIf you choose to open it take the plate go out pick yourself a donut leave it\n\n9\n00:00:25.990 --> 00:00:27.000\nfar away and then come back\n\n10\n00:00:27.000 --> 00:00:31.090\nYou're far far away. So if anybody else wants donuts, they've got to go and get\n\n11\n00:00:31.090 --> 00:00:31.560\nit from there\n\n12\n00:00:31.560 --> 00:00:35.680\nThat way you're not you're not trying to be the person that's acting as the\n\n13\n00:00:35.680 --> 00:00:37.100\nservice person\n\n14\n00:00:37.100 --> 00:00:41.180\nI remember in many meetings they would expect that I was gonna write action\n\n15\n00:00:41.180 --> 00:00:42.780\nitems from the meeting even though\n\n16\n00:00:42.780 --> 00:00:47.000\nI was a fairly senior executive the junior men wouldn't write the action items\n\n17\n00:00:47.000 --> 00:00:49.100\nSo I said okay, I'm gonna teach you a lesson\n\n18\n00:00:49.100 --> 00:00:52.400\nI would write the action items and put deliverable dates and\n\n19\n00:00:52.400 --> 00:00:56.580\nWhy this action item was important, but I spun it in my own way\n\n20\n00:00:56.580 --> 00:00:57.580\nI\n\n21\n00:00:57.580 --> 00:01:01.470\nPut in dates that I thought made sense people call me and say but those were\n\n22\n00:01:01.470 --> 00:01:02.980\nnot the dates we agreed on\n\n23\n00:01:02.980 --> 00:01:06.620\nI said we never agreed on any dates. That's a problem. So I gave you dates\n\n24\n00:01:06.620 --> 00:01:10.500\nSo if you want me to write the action items, I'm gonna spin it the way I think\n\n25\n00:01:10.500 --> 00:01:13.020\nmakes sense for the company from my perspective\n\n26\n00:01:13.020 --> 00:01:15.260\nThat was the last time they asked me to write action items\n\n27\n00:01:15.260 --> 00:01:20.460\nSo we all have to develop our own skills to say okay\n\n28\n00:01:20.460 --> 00:01:24.500\nIf you think I'm good enough to write action items, let me add value to it\n\n29\n00:01:24.780 --> 00:01:30.020\nSo I think it's important that we develop our own survival structures\n\n30\n00:01:30.020 --> 00:01:33.500\nHowever, there is no substitute for our sisterhood\n\n31\n00:01:33.500 --> 00:01:36.140\nOur sisterhood has to help us\n\n32\n00:01:36.140 --> 00:01:40.580\nNavigate to all of this if we see other women being treated\n\n33\n00:01:40.580 --> 00:01:45.310\nDifferently we've got to stop and say hey, why are you rolling your eyes when\n\n34\n00:01:45.310 --> 00:01:45.820\nshe talks?\n\n35\n00:01:45.820 --> 00:01:50.470\nWhy are you talking over her or somebody should say are you waiting for the\n\n36\n00:01:50.470 --> 00:01:52.620\nwomen to open the tray? They're not going to\n\n37\n00:01:53.220 --> 00:01:55.820\nLet's all join together and open the stray guys\n\n38\n00:01:55.820 --> 00:01:59.700\nOr let's take turns, you know, we'll pick our name from a hat that person's\n\n39\n00:01:59.700 --> 00:02:00.800\ngonna open the tray\n\n40\n00:02:00.800 --> 00:02:03.980\nBut we need strength and numbers. I'd love to\n",2739920,2863219,"Gender equality, equality, bias, women, female, DEI","strategies-to-combat-gender-discrimination-at-work","hViSmT7TKHGA00hYPVPvE954BbfUijdza4Ejj652W01e00","8BL6YCCFik00XbAOUx6G5YjS4XwJwVK018TWBOH8pVu9w","https://www.howleaderslead.com/clips/2681/strategies-to-combat-gender-discrimination-at-work",{"_63":64,"_65":66,"_67":68,"_69":28,"_70":71,"_72":73,"_74":75,"_76":75,"_77":78,"_79":80,"_81":82,"_83":-5,"_84":-5,"_85":-5,"_86":-5,"_87":62,"_88":89,"_90":91,"_92":93,"_94":524,"_96":-5,"_97":525,"_107":526,"_109":527,"_111":-5},{"_63":365,"_128":399,"_154":400,"_435":451,"_452":453,"_151":454,"_153":455,"_76":166,"_456":-5,"_74":166,"_457":-5,"_229":401,"_231":402,"_160":-5,"_79":-5,"_458":459,"_460":461,"_228":-5,"_125":64,"_81":462,"_84":-5,"_85":-5,"_86":-5,"_233":403,"_235":404,"_237":405,"_239":406,"_179":-5,"_183":-5,"_119":407,"_242":-5,"_88":-5,"_96":-5,"_243":523,"_203":-5,"_109":-5,"_111":-5},{"_63":402,"_112":404,"_19":403,"_114":-5,"_115":405,"_116":409,"_117":-5,"_118":406,"_119":407,"_120":-5},{"_63":93,"_21":222,"_223":530},[528],{"_63":78,"_112":121,"_19":62,"_114":-5,"_115":-5,"_116":-5,"_117":-5,"_118":-5,"_119":-5,"_120":-5},{"_63":80,"_112":113,"_19":89,"_114":-5,"_115":-5,"_116":-5,"_117":-5,"_118":-5,"_119":-5,"_120":-5},{"_63":93,"_21":222,"_223":529},{"_125":64,"_92":93},{"_125":64,"_92":93},2680,"One mindset that can help create a more equitable workplace for women","WEBVTT\n\n1\n00:00:00.000 --> 00:00:05.000\nI think if people like you, men in the halls of power,\n\n2\n00:00:05.000 --> 00:00:07.280\ncan say, we're gonna support women.\n\n3\n00:00:07.280 --> 00:00:10.360\nWe're gonna make sure they're not treated differently.\n\n4\n00:00:10.360 --> 00:00:12.800\nWe're gonna make sure that if we spot unequal treatment,\n\n5\n00:00:12.800 --> 00:00:14.200\nwe're gonna nip it in the bud,\n\n6\n00:00:14.200 --> 00:00:16.000\nthe world would be a better place.\n\n7\n00:00:16.000 --> 00:00:20.760\nAnd I think women in particular won't have the burden\n\n8\n00:00:20.760 --> 00:00:24.360\nof being treated differently at work and carry that home.\n\n9\n00:00:24.360 --> 00:00:25.920\nThen you feel even more guilty.\n\n10\n00:00:25.920 --> 00:00:28.200\nWhy did I go to the office when I'm treated like shit\n\n11\n00:00:28.200 --> 00:00:29.320\nand I come home?\n\n12\n00:00:29.320 --> 00:00:31.920\nI think you always have to look at it through the lens of,\n\n13\n00:00:31.920 --> 00:00:33.360\nwould I want my daughter or wife\n\n14\n00:00:33.360 --> 00:00:34.800\nto go through these experiences\n\n15\n00:00:34.800 --> 00:00:36.400\nthat other people are going through?\n\n16\n00:00:36.400 --> 00:00:39.520\nAnd if the answer is no, change the environment.\n\n17\n00:00:39.520 --> 00:00:43.400\nSo we've got to make men in power, people like you,\n\n18\n00:00:43.400 --> 00:00:45.160\nto stand up and say,\n\n19\n00:00:45.160 --> 00:00:47.720\nwe're gonna stop this unconscious bias at work.\n",2150059,2197349,"Gender equality, women, female, DEI, equality, bias","one-mindset-that-can-help-create-a-more-equitable-workplace-for-women","TrgHUeQcrs5C2szNt374NgiWLcZbKru001Vs9TrLRNZE","mYfS4p3lIr3tYvqRJISzlOsZYUwyS0100OXDNa02ZuKXgk","2025-03-07T15:23:36.000000Z","https://www.howleaderslead.com/clips/2680/one-mindset-that-can-help-create-a-more-equitable-workplace-for-women",{"_63":64,"_65":66,"_67":68,"_69":28,"_70":71,"_72":73,"_74":75,"_76":75,"_77":78,"_79":80,"_81":82,"_83":-5,"_84":-5,"_85":-5,"_86":-5,"_87":62,"_88":89,"_90":91,"_92":93,"_94":545,"_96":-5,"_97":546,"_107":547,"_109":548,"_111":-5},{"_63":365,"_128":399,"_154":400,"_435":451,"_452":453,"_151":454,"_153":455,"_76":166,"_456":-5,"_74":166,"_457":-5,"_229":401,"_231":402,"_160":-5,"_79":-5,"_458":459,"_460":461,"_228":-5,"_125":64,"_81":462,"_84":-5,"_85":-5,"_86":-5,"_233":403,"_235":404,"_237":405,"_239":406,"_179":-5,"_183":-5,"_119":407,"_242":-5,"_88":-5,"_96":-5,"_243":544,"_203":-5,"_109":-5,"_111":-5},{"_63":402,"_112":404,"_19":403,"_114":-5,"_115":405,"_116":409,"_117":-5,"_118":406,"_119":407,"_120":-5},{"_63":93,"_21":222,"_223":551},[549],{"_63":78,"_112":121,"_19":62,"_114":-5,"_115":-5,"_116":-5,"_117":-5,"_118":-5,"_119":-5,"_120":-5},{"_63":80,"_112":113,"_19":89,"_114":-5,"_115":-5,"_116":-5,"_117":-5,"_118":-5,"_119":-5,"_120":-5},{"_63":93,"_21":222,"_223":550},{"_125":64,"_92":93},{"_125":64,"_92":93},2679,"The antidote for “mom guilt”","WEBVTT\n\n1\n00:00:00.000 --> 00:00:04.840\nit. I think we have a perfection gene. It's not just guilt. We have a\n\n2\n00:00:04.840 --> 00:00:05.760\nperfection gene.\n\n3\n00:00:05.760 --> 00:00:09.090\nWe want to be the best mom. We want to be the best wife, the best executive,\n\n4\n00:00:09.090 --> 00:00:09.480\nthe best\n\n5\n00:00:09.480 --> 00:00:14.320\neverything. It's not possible because they're all full time jobs. So in the\n\n6\n00:00:14.320 --> 00:00:15.640\ncourse of juggling,\n\n7\n00:00:15.640 --> 00:00:20.590\nwe're actually making trade offs. And with every trade off comes a twinge of\n\n8\n00:00:20.590 --> 00:00:21.360\nguilt. So\n\n9\n00:00:21.360 --> 00:00:26.860\nyou live with that all the time. It takes real effort to dump that guilt. And\n\n10\n00:00:26.860 --> 00:00:27.720\nyou know,\n\n11\n00:00:27.720 --> 00:00:31.580\nif your chocolate chip cookie delivery to school is not perfect, when it's your\n\n12\n00:00:31.580 --> 00:00:31.960\nturn\n\n13\n00:00:31.960 --> 00:00:36.190\nto do cookies, you feel guilty. Forget it. A chocolate chip cookie where there\n\n14\n00:00:36.190 --> 00:00:36.560\n's round\n\n15\n00:00:36.560 --> 00:00:41.070\nor shapeless still tastes like a chocolate chip cookie. We have to forget all\n\n16\n00:00:41.070 --> 00:00:41.600\nthis and\n\n17\n00:00:41.600 --> 00:00:51.600\ngo, Hey, it tastes good. Eat it. So I think we have to let go of the perfection\n\n18\n00:00:51.600 --> 00:00:53.240\ngene and\n\n19\n00:00:53.240 --> 00:00:57.210\nyou know, sort of make life easier for us. I'm going to come back at something\n\n20\n00:00:57.210 --> 00:00:57.800\nactually.\n\n21\n00:00:57.800 --> 00:01:03.870\nI think our sisterhood has to get stronger. Women have to form strong sister\n\n22\n00:01:03.870 --> 00:01:04.920\nhoods where\n\n23\n00:01:04.920 --> 00:01:09.460\nwe tell each other, it's okay. Just don't worry about it. You deliver chocolate\n\n24\n00:01:09.460 --> 00:01:09.800\nchip\n\n25\n00:01:09.800 --> 00:01:14.550\ncookies, right? Half of them look like Australia or South America doesn't\n\n26\n00:01:14.550 --> 00:01:15.680\nmatter as long as\n\n27\n00:01:15.680 --> 00:01:21.060\nsome look round like the world. That's all that matters. They all taste good.\n\n28\n00:01:21.060 --> 00:01:21.840\nIt's a lesson\n\n29\n00:01:21.840 --> 00:01:26.690\nin geography that the kids got. Don't worry about it. You have to find humor in\n\n30\n00:01:26.690 --> 00:01:27.520\neverything\n\n31\n00:01:27.520 --> 00:01:31.400\nyou do. Otherwise the guilt overcomes. It takes you over.\n",2029059,2119759,"Women, female, mom, motherhood, mom guilt, work life balance, sisterhood, perfection","the-antidote-for-mom-guilt","nqZJG5ZvVoXL7IfalyQROyFo02Xvj3bFmQuOrj3GQxf00","g4C3GiwCVUTqAUZSxp72EGZo49m1YQEnTFlTCP94ONI","2025-03-07T15:23:41.000000Z","https://www.howleaderslead.com/clips/2679/the-antidote-for-mom-guilt",{"_63":64,"_65":66,"_67":68,"_69":28,"_70":71,"_72":73,"_74":75,"_76":75,"_77":78,"_79":80,"_81":82,"_83":-5,"_84":-5,"_85":-5,"_86":-5,"_87":62,"_88":89,"_90":91,"_92":93,"_94":566,"_96":-5,"_97":567,"_107":568,"_109":569,"_111":-5},{"_63":365,"_128":399,"_154":400,"_435":451,"_452":453,"_151":454,"_153":455,"_76":166,"_456":-5,"_74":166,"_457":-5,"_229":401,"_231":402,"_160":-5,"_79":-5,"_458":459,"_460":461,"_228":-5,"_125":64,"_81":462,"_84":-5,"_85":-5,"_86":-5,"_233":403,"_235":404,"_237":405,"_239":406,"_179":-5,"_183":-5,"_119":407,"_242":-5,"_88":-5,"_96":-5,"_243":565,"_203":-5,"_109":-5,"_111":-5},{"_63":402,"_112":404,"_19":403,"_114":-5,"_115":405,"_116":409,"_117":-5,"_118":406,"_119":407,"_120":-5},{"_63":93,"_21":222,"_223":572},[570],{"_63":78,"_112":121,"_19":62,"_114":-5,"_115":-5,"_116":-5,"_117":-5,"_118":-5,"_119":-5,"_120":-5},{"_63":80,"_112":113,"_19":89,"_114":-5,"_115":-5,"_116":-5,"_117":-5,"_118":-5,"_119":-5,"_120":-5},{"_63":93,"_21":222,"_223":571},{"_125":64,"_92":93},{"_125":64,"_92":93},2678,"A healthy work-life balance takes planning and intention","WEBVTT\n\n1\n00:00:00.000 --> 00:00:04.200\nBut because I had Raj and we sort of divvied up all our responsibilities\n\n2\n00:00:04.200 --> 00:00:05.280\nequally Ashley,\n\n3\n00:00:05.280 --> 00:00:09.230\nwe would sit down with the calendars and plan out the next three months, six\n\n4\n00:00:09.230 --> 00:00:09.720\nmonths,\n\n5\n00:00:09.720 --> 00:00:13.310\nwhich family member we're going to import from India on a vacation for three\n\n6\n00:00:13.310 --> 00:00:13.520\nmonths\n\n7\n00:00:13.520 --> 00:00:15.160\nto help us out and then go back.\n\n8\n00:00:15.160 --> 00:00:18.240\nThose days were very tough to get visas and all that stuff.\n\n9\n00:00:18.240 --> 00:00:23.920\nSo we sit down and plan these days and months and years very, very carefully.\n\n10\n00:00:23.920 --> 00:00:28.440\nAnd if at any point in time, both of us were not going to be home,\n\n11\n00:00:28.440 --> 00:00:31.860\nor one of us was not going to be home because we made a commitment that one of\n\n12\n00:00:31.860 --> 00:00:32.120\nus would\n\n13\n00:00:32.120 --> 00:00:34.080\nalways be home every night.\n\n14\n00:00:34.080 --> 00:00:37.880\nAnd if at any point both of us were going to be away, we made sure that a\n\n15\n00:00:37.880 --> 00:00:38.880\nfamily member\n\n16\n00:00:38.880 --> 00:00:40.120\nwas at home.\n\n17\n00:00:40.120 --> 00:00:43.080\nIt required a lot of planning, a lot of planning.\n\n18\n00:00:43.080 --> 00:00:46.700\nAnd because we couldn't talk to the kids face to face, it had to be through\n\n19\n00:00:46.700 --> 00:00:47.120\nlandline\n\n20\n00:00:47.120 --> 00:00:49.920\ntelephones those days, if you even know what it is.\n\n21\n00:00:49.920 --> 00:00:50.920\nI do.\n\n22\n00:00:50.920 --> 00:00:57.560\nYou know, you had to plan life very, very differently, very differently.\n\n23\n00:00:57.560 --> 00:01:01.880\nYou know, somehow it all worked out, but my hope is that...\n",1572719,1632049,"Work life balance, family, home, spouse, planning, intention,","a-healthy-work-life-balance-takes-planning-and-intention","FAVrEyg8E01mDa4QZ5F6YbHVoV02jnkv8DzqOurGOsJxs","eiwcuAUjNEsvWTvGhy7IPC3mZxxUu02Iouey2isiI29w","2025-03-07T15:23:38.000000Z","https://www.howleaderslead.com/clips/2678/a-healthy-work-life-balance-takes-planning-and-intention",{"_63":64,"_65":66,"_67":68,"_69":28,"_70":71,"_72":73,"_74":75,"_76":75,"_77":78,"_79":80,"_81":82,"_83":-5,"_84":-5,"_85":-5,"_86":-5,"_87":62,"_88":89,"_90":91,"_92":93,"_94":587,"_96":-5,"_97":588,"_107":589,"_109":590,"_111":-5},{"_63":365,"_128":399,"_154":400,"_435":451,"_452":453,"_151":454,"_153":455,"_76":166,"_456":-5,"_74":166,"_457":-5,"_229":401,"_231":402,"_160":-5,"_79":-5,"_458":459,"_460":461,"_228":-5,"_125":64,"_81":462,"_84":-5,"_85":-5,"_86":-5,"_233":403,"_235":404,"_237":405,"_239":406,"_179":-5,"_183":-5,"_119":407,"_242":-5,"_88":-5,"_96":-5,"_243":586,"_203":-5,"_109":-5,"_111":-5},{"_63":402,"_112":404,"_19":403,"_114":-5,"_115":405,"_116":409,"_117":-5,"_118":406,"_119":407,"_120":-5},{"_63":93,"_21":222,"_223":593},[591],{"_63":78,"_112":121,"_19":62,"_114":-5,"_115":-5,"_116":-5,"_117":-5,"_118":-5,"_119":-5,"_120":-5},{"_63":80,"_112":113,"_19":89,"_114":-5,"_115":-5,"_116":-5,"_117":-5,"_118":-5,"_119":-5,"_120":-5},{"_63":93,"_21":222,"_223":592},{"_125":64,"_92":93},{"_125":64,"_92":93},2677,"Make a mental shift between your role at work and your role at home","WEBVTT\n\n1\n00:00:00.000 --> 00:00:05.520\nAlso, I came home late in the night and I just wanted to share the news with my\n\n2\n00:00:05.520 --> 00:00:05.880\nfamily\n\n3\n00:00:05.880 --> 00:00:09.600\nthat I was going to be president of PepsiCo and on the board of directors.\n\n4\n00:00:09.600 --> 00:00:12.690\nThere was my mother waiting on the top of the stairs saying, \"I don't want to\n\n5\n00:00:12.690 --> 00:00:13.040\nhear any\n\n6\n00:00:13.040 --> 00:00:14.040\nnews.\n\n7\n00:00:14.040 --> 00:00:15.280\nJust go and get some milk.\"\n\n8\n00:00:15.280 --> 00:00:16.280\nAnd I go, \"Why me?\n\n9\n00:00:16.280 --> 00:00:19.680\nYou could have asked my husband who seems to have been here much earlier.\n\n10\n00:00:19.680 --> 00:00:21.080\nOh, he looked tired.\n\n11\n00:00:21.080 --> 00:00:22.080\nYou go get the milk.\"\n\n12\n00:00:22.080 --> 00:00:25.040\nSo I went and got the milk and I sort of was upset with her.\n\n13\n00:00:25.040 --> 00:00:28.640\nWhy don't you let me share great news with you instead of saying go get the\n\n14\n00:00:28.640 --> 00:00:29.120\nmilk?\n\n15\n00:00:29.120 --> 00:00:31.760\nBut she said to me something which I've never forgotten.\n\n16\n00:00:31.760 --> 00:00:35.620\nShe said, \"When you enter the house, you're a mom, you're a wife, you're a\n\n17\n00:00:35.620 --> 00:00:36.360\ndaughter,\n\n18\n00:00:36.360 --> 00:00:38.560\ndaughter-in-law, leave your crown in the garage.\n\n19\n00:00:38.560 --> 00:00:40.320\nI don't want to hear about president or board.\n\n20\n00:00:40.320 --> 00:00:41.800\nI don't know what that is.\n\n21\n00:00:41.800 --> 00:00:42.800\nLeave the crown in the garage.\"\n\n22\n00:00:42.800 --> 00:00:44.760\nNow, I'll be honest with you, Ashley.\n\n23\n00:00:44.760 --> 00:00:49.450\nAt that moment, I was pissed off because my point is let me enjoy my few\n\n24\n00:00:49.450 --> 00:00:50.160\nmoments in the\n\n25\n00:00:50.160 --> 00:00:51.160\nsun.\n\n26\n00:00:51.160 --> 00:00:56.000\nJust listen to me and enjoy my news.\n\n27\n00:00:56.000 --> 00:01:00.680\nBut then she was also telling me that you've got to be humble because when you\n\n28\n00:01:00.680 --> 00:01:01.600\n're at home,\n\n29\n00:01:01.600 --> 00:01:05.880\nyou and your husband have a very different responsibility than what you have to\n\n30\n00:01:05.880 --> 00:01:06.640\nthe company.\n\n31\n00:01:06.640 --> 00:01:11.850\nSo she was giving me a lesson in humility, priorities, and basically saying, \"\n\n32\n00:01:11.850 --> 00:01:12.120\nDon't\n\n33\n00:01:12.120 --> 00:01:15.160\ntry to come into the house and think all of us work for you.\n\n34\n00:01:15.160 --> 00:01:16.160\nWe don't.\n\n35\n00:01:16.160 --> 00:01:20.280\nYour mom, his dad, play those roles when you come into the house.\"\n\n36\n00:01:20.280 --> 00:01:22.960\nIt was a tough lesson, but I got it.\n",332359,414558,"Work life balance, family, home, mindset, humility","make-a-mental-shift-between-your-role-at-work-and-your-role-at-home","A01Qv1mvuItB8RFcRoN1ZJE7W6TNAkFUXuPh9w9Cdmtk","Z9irmGe82npGrztnYEvMczy1XudBjdfnW8ZK5rueAEI","https://www.howleaderslead.com/clips/2677/make-a-mental-shift-between-your-role-at-work-and-your-role-at-home",{"_63":64,"_65":66,"_67":68,"_69":28,"_70":71,"_72":73,"_74":75,"_76":75,"_77":78,"_79":80,"_81":82,"_83":-5,"_84":-5,"_85":-5,"_86":-5,"_87":62,"_88":89,"_90":91,"_92":93,"_94":607,"_96":-5,"_97":608,"_107":609,"_109":610,"_111":-5},{"_63":365,"_128":399,"_154":400,"_435":451,"_452":453,"_151":454,"_153":455,"_76":166,"_456":-5,"_74":166,"_457":-5,"_229":401,"_231":402,"_160":-5,"_79":-5,"_458":459,"_460":461,"_228":-5,"_125":64,"_81":462,"_84":-5,"_85":-5,"_86":-5,"_233":403,"_235":404,"_237":405,"_239":406,"_179":-5,"_183":-5,"_119":407,"_242":-5,"_88":-5,"_96":-5,"_243":606,"_203":-5,"_109":-5,"_111":-5},{"_63":402,"_112":404,"_19":403,"_114":-5,"_115":405,"_116":409,"_117":-5,"_118":406,"_119":407,"_120":-5},{"_63":93,"_21":222,"_223":613},[611],{"_63":78,"_112":121,"_19":62,"_114":-5,"_115":-5,"_116":-5,"_117":-5,"_118":-5,"_119":-5,"_120":-5},{"_63":80,"_112":113,"_19":89,"_114":-5,"_115":-5,"_116":-5,"_117":-5,"_118":-5,"_119":-5,"_120":-5},{"_63":93,"_21":222,"_223":612},{"_125":64,"_92":93},{"_125":64,"_92":93},1299,"Three qualities to look for when you're hiring","WEBVTT\n\n1\n00:00:00.000 --> 00:00:05.680\nleadership qualities, but when I interview somebody, I look for two or three\n\n2\n00:00:05.680 --> 00:00:06.160\nthings.\n\n3\n00:00:06.160 --> 00:00:11.600\nFirst, as I talk to the person and I have the conversation with them, are they\n\n4\n00:00:11.600 --> 00:00:12.600\ncurious?\n\n5\n00:00:12.600 --> 00:00:15.280\nDo they really want to be a lifelong student?\n\n6\n00:00:15.280 --> 00:00:20.240\nDo they ask the right questions to get to the next level of insight?\n\n7\n00:00:20.240 --> 00:00:24.060\nThat's something I look for very carefully because I hate people who walk in\n\n8\n00:00:24.060 --> 00:00:24.600\nand want\n\n9\n00:00:24.600 --> 00:00:26.080\nto maintain status quo.\n\n10\n00:00:26.080 --> 00:00:31.160\nI love people who are lifelong learners who are always pushing the boundaries.\n\n11\n00:00:31.160 --> 00:00:32.560\nThat's one thing I look for.\n\n12\n00:00:32.560 --> 00:00:37.880\nSecond, I look for people who believe in high quality work.\n\n13\n00:00:37.880 --> 00:00:40.680\nDo people really sweat the details?\n\n14\n00:00:40.680 --> 00:00:44.030\nDo they really want to look at the product that they turn out and say, \"You\n\n15\n00:00:44.030 --> 00:00:44.480\nknow, this\n\n16\n00:00:44.480 --> 00:00:48.230\nis the absolute best I could have done, I suppose, to let's just get something\n\n17\n00:00:48.230 --> 00:00:48.520\nout\n\n18\n00:00:48.520 --> 00:00:49.520\nto her.\"\n\n19\n00:00:49.520 --> 00:00:50.520\nShe'll fix it anyway.\n\n20\n00:00:50.520 --> 00:00:53.240\nI hate that kind of performance.\n\n21\n00:00:53.240 --> 00:00:55.760\nAnd the third and the most important thing I should start with it, but I'm\n\n22\n00:00:55.760 --> 00:00:56.320\ngoing to end\n\n23\n00:00:56.320 --> 00:01:02.890\nwith it, is I look for people who throw their head, heart and hands into the\n\n24\n00:01:02.890 --> 00:01:03.280\njob.\n\n25\n00:01:03.280 --> 00:01:06.760\nSometimes people just come to work saying, \"Hey, it's a job.\n\n26\n00:01:06.760 --> 00:01:07.840\nIt's not a job.\n\n27\n00:01:07.840 --> 00:01:08.840\nIt's a calling.\n\n28\n00:01:08.840 --> 00:01:09.840\nIt's a passion.\n\n29\n00:01:09.840 --> 00:01:13.280\nIt's something that consumes your life.\"\n\n30\n00:01:13.280 --> 00:01:16.680\nYou've got to come in with a sense of optimism.\n\n31\n00:01:16.680 --> 00:01:19.880\nYou've got to come in with a sense of, \"I can do it.\"\n\n32\n00:01:19.880 --> 00:01:21.760\nA sense of, \"I can do it.\n\n33\n00:01:21.760 --> 00:01:22.760\nIt must be done.\"\n\n34\n00:01:22.760 --> 00:01:26.000\nI'm going to get everybody with me to get it done.\n\n35\n00:01:26.000 --> 00:01:30.740\nThere's got to be this constant love for the company that you project\n\n36\n00:01:30.740 --> 00:01:31.920\nconstantly.\n",3397279,3487279,"Hire, hiring, interview, HR, curious, quality, excellence, hard work, passion, optimism, culture","three-qualities-to-look-for-when-youre-hiring","vqm4ankFkJ6W4qWJqxWQGJPv4gpANYwxFIp8GZdMDOw","EfWHYhGsg988r647piaq5AiX2yoZ1br2sVYIE4muqCo","2025-03-07T15:42:57.000000Z","https://www.howleaderslead.com/clips/1299/three-qualities-to-look-for-when-youre-hiring",{"_63":64,"_65":66,"_67":68,"_69":28,"_70":71,"_72":73,"_74":75,"_76":75,"_77":78,"_79":80,"_81":82,"_83":-5,"_84":-5,"_85":-5,"_86":-5,"_87":62,"_88":89,"_90":91,"_92":93,"_94":635,"_96":-5,"_97":636,"_107":637,"_109":638,"_111":-5},{"_63":164,"_128":226,"_154":227,"_435":627,"_452":628,"_151":629,"_153":630,"_76":166,"_456":-5,"_74":166,"_457":-5,"_229":230,"_231":232,"_160":-5,"_79":-5,"_458":631,"_460":632,"_228":-5,"_125":64,"_81":633,"_84":-5,"_85":-5,"_86":-5,"_233":234,"_235":236,"_237":238,"_239":240,"_179":-5,"_183":-5,"_119":241,"_242":-5,"_88":-5,"_96":-5,"_243":634,"_203":-5,"_109":-5,"_111":-5},"Learn how to celebrate your team and open up new opportunities for the people you serve. See what it takes to stick to a vision, even when the naysayers are (very!) loud. Plus, hear the one leadership mistake you should never make when communicating during a crisis.","

Today’s guest is Indra Nooyi, the former Chairman and CEO of PepsiCo.

Indra is an incredibly accomplished leader. In her twelve years in charge at PepsiCo, she navigated all kinds of challenges – a global recession, major restructuring, sweeping changes in consumer habits. And yet, in those same twelve years, PepsiCo sales had risen by 80%.

That kind of leadership is impressive. But what’s even more impressive is how Indra does it – by looking for ways to elevate others and build them up.

She intentionally carves out opportunities for the people she serves.

And this isn’t just pie in the sky stuff. It’s practical. In this episode, Indra goes into detail about PepsiCo’s leadership development and retention strategies.

She talks about increasing diversity and calling out bias. And she shares her own story as a woman of color and immigrant from India.

Great leaders intentionally elevate the people they serve. And that’s the big leadership lesson waiting for you in this episode today.

You’ll also learn:

Creative ways to celebrate your team (including one you HAVE to try)
Specific strategies to boost diversity and inclusion
How to stick to a vision, even when the naysayers are (very!) loud
The one mistake you should never make when communicating during a crisis
How to call out workplace bias
The single biggest thing consultants can do to add value
The six paragraphs Indra reads every week to stay inspired
What it’s like working with Jeff Bezos as a board member for Amazon

Take your learning further. Get proven leadership advice from these (free!) resources:

The How Leaders Lead App: A vast library of 90-second leadership lessons to stay sharp on the go

Daily Insight Emails: One small (but powerful!) leadership principle to focus on each day

Whichever you choose, you can be sure you’ll get the trusted leadership advice you need to advance your career, develop your team, and grow your business.

","WEBVTT\n\n1\n00:00:00.000 --> 00:00:04.760\nHello, everybody.\n\n2\n00:00:04.760 --> 00:00:07.990\nWelcome to Howl Leaders Lead, where every week you get to listen in while I\n\n3\n00:00:07.990 --> 00:00:08.460\ninterview\n\n4\n00:00:08.460 --> 00:00:10.760\nsome of the very best leaders in the world.\n\n5\n00:00:10.760 --> 00:00:14.280\nI break down the key learning so that by the end of the episode, you'll have\n\n6\n00:00:14.280 --> 00:00:14.920\nsomething\n\n7\n00:00:14.920 --> 00:00:18.800\nsimple you can apply as you develop into a better leader.\n\n8\n00:00:18.800 --> 00:00:21.320\nThat's what this podcast is all about.\n\n9\n00:00:21.320 --> 00:00:26.040\nToday's guest is Indra Nui, the former chairman and CEO of PepsiCo.\n\n10\n00:00:26.040 --> 00:00:29.040\nIndra is an incredibly accomplished leader.\n\n11\n00:00:29.040 --> 00:00:35.160\nAnd she ran PepsiCo for 12 years, from 2006 to 2018.\n\n12\n00:00:35.160 --> 00:00:39.180\nAnd she navigated all kinds of challenges during that period.\n\n13\n00:00:39.180 --> 00:00:43.800\nShe went through a global recession, major restructuring, and sweeping changes\n\n14\n00:00:43.800 --> 00:00:44.520\nin consumer\n\n15\n00:00:44.520 --> 00:00:45.520\nhabits.\n\n16\n00:00:45.520 --> 00:00:47.000\nBut you know what?\n\n17\n00:00:47.000 --> 00:00:52.160\nDuring Indra's reign as CEO, PepsiCo's sales rose by 80%.\n\n18\n00:00:52.160 --> 00:00:54.800\nNow that kind of leadership is impressive.\n\n19\n00:00:54.800 --> 00:00:58.800\nBut what's even more impressive to me is how Indra does it.\n\n20\n00:00:58.800 --> 00:01:03.100\nBy looking for ways to elevate others and build them up, she intentionally car\n\n21\n00:01:03.100 --> 00:01:03.560\nves out\n\n22\n00:01:03.560 --> 00:01:06.720\nopportunities for the people she leads and serves.\n\n23\n00:01:06.720 --> 00:01:10.200\nAnd this isn't just pie-in-the-sky stuff, it's practical.\n\n24\n00:01:10.200 --> 00:01:13.720\nYou'll hear it when she goes into detail about PepsiCo's leadership development\n\n25\n00:01:13.720 --> 00:01:14.480\nand retention\n\n26\n00:01:14.480 --> 00:01:15.480\nstrategies.\n\n27\n00:01:15.480 --> 00:01:19.360\nYou'll hear it when she talks about increasing diversity and calling out bias.\n\n28\n00:01:19.360 --> 00:01:23.410\nYou'll hear it when she shares her own story as a woman of color and immigrant\n\n29\n00:01:23.410 --> 00:01:24.960\nfrom India.\n\n30\n00:01:24.960 --> 00:01:29.410\nAnd you'll see for yourself the great leaders intentionally elevate the people\n\n31\n00:01:29.410 --> 00:01:30.240\nthey served.\n\n32\n00:01:30.240 --> 00:01:34.440\nAnd that's the big leadership lesson waiting for you in this week's episode.\n\n33\n00:01:34.440 --> 00:01:42.240\nSo here's my conversation with my good friend and soon to be yours, Indra Nui.\n\n34\n00:01:42.240 --> 00:01:48.200\nIndra, thanks so much for taking the time to chat with me.\n\n35\n00:01:48.200 --> 00:01:49.680\nI really, really appreciate it.\n\n36\n00:01:49.680 --> 00:01:52.610\nDavid, you know, I think the world of you and you were a great leader of young\n\n37\n00:01:52.610 --> 00:01:53.480\nrestaurants.\n\n38\n00:01:53.480 --> 00:01:56.800\nAnd I've admired you for over the many, many years.\n\n39\n00:01:56.800 --> 00:01:58.200\nAnd it's a pleasure to do this.\n\n40\n00:01:58.200 --> 00:02:00.520\nA privilege to be invited onto your point.\n\n41\n00:02:00.520 --> 00:02:05.840\nWell, you know, we are definitely living in some crazy times these days.\n\n42\n00:02:05.840 --> 00:02:09.400\nAnd you know, I always describe you as a change baker.\n\n43\n00:02:09.400 --> 00:02:13.590\nWell, how do you think that coronavirus is changing the way that leaders will\n\n44\n00:02:13.590 --> 00:02:14.360\nneed to\n\n45\n00:02:14.360 --> 00:02:15.600\nlead in the future?\n\n46\n00:02:15.600 --> 00:02:20.520\nI think COVID has challenged everybody because nobody has experienced a pand\n\n47\n00:02:20.520 --> 00:02:21.480\nemic like this\n\n48\n00:02:21.480 --> 00:02:22.480\nin our lifetimes.\n\n49\n00:02:22.480 --> 00:02:27.360\nThe last time it happened was in 1918, that was 102 years ago.\n\n50\n00:02:27.360 --> 00:02:30.560\nSo none of us really have a playbook to deal with the pandemic.\n\n51\n00:02:30.560 --> 00:02:33.480\nSo we're writing it as we go along.\n\n52\n00:02:33.480 --> 00:02:38.520\nAnd as we're writing it, we are finding that so many things have to change as\n\n53\n00:02:38.520 --> 00:02:39.440\nwe go forward\n\n54\n00:02:39.440 --> 00:02:42.920\nif we ever have another pandemic, which I hope we never do.\n\n55\n00:02:42.920 --> 00:02:47.770\nBecause pandemics require incredible coordination within a country from the\n\n56\n00:02:47.770 --> 00:02:48.640\nfederal government\n\n57\n00:02:48.640 --> 00:02:53.960\nto the state government across countries with multilateral institutions.\n\n58\n00:02:53.960 --> 00:02:58.960\nAnd you know, all of those are not something we do regularly and test them.\n\n59\n00:02:58.960 --> 00:03:05.380\nSo this particular pandemic has challenged all of us to rethink all of our\n\n60\n00:03:05.380 --> 00:03:06.840\ninstitutions,\n\n61\n00:03:06.840 --> 00:03:13.840\nour methods for cooperating across the country, across the world, because virus\n\n62\n00:03:13.840 --> 00:03:15.320\nis no no borders.\n\n63\n00:03:15.320 --> 00:03:16.320\nThey just bottle this.\n\n64\n00:03:16.320 --> 00:03:19.200\nAnd so it's a real challenge for all of us.\n\n65\n00:03:19.200 --> 00:03:22.400\nHow much do you think the way how leaders will communicate will change?\n\n66\n00:03:22.400 --> 00:03:25.960\nYou know, right now we're living in this virtual world and everybody's saying\n\n67\n00:03:25.960 --> 00:03:27.400\ndigital is accelerating\n\n68\n00:03:27.400 --> 00:03:29.520\nat least three to five years from where it was.\n\n69\n00:03:29.520 --> 00:03:33.920\nBut a lot of CEOs, I talk to feel like they're closer to their employees today\n\n70\n00:03:33.920 --> 00:03:34.320\nthan they've\n\n71\n00:03:34.320 --> 00:03:35.320\never been.\n\n72\n00:03:35.320 --> 00:03:37.840\nI actually think we miss the face-to-face interaction.\n\n73\n00:03:37.840 --> 00:03:39.240\nI know I do.\n\n74\n00:03:39.240 --> 00:03:43.370\nYou know, having shared the reopened Connecticut task force, I miss the\n\n75\n00:03:43.370 --> 00:03:44.960\nreopened committee\n\n76\n00:03:44.960 --> 00:03:49.460\nmeeting in person and talking and arguing issues because there's nothing like\n\n77\n00:03:49.460 --> 00:03:50.280\nthe emotion\n\n78\n00:03:50.280 --> 00:03:52.880\nof a face-to-face meeting.\n\n79\n00:03:52.880 --> 00:03:55.120\nAnd you know, digital technologies are fantastic.\n\n80\n00:03:55.120 --> 00:04:00.080\nDon't get me wrong with Zoom or Teams or any of the video conferencing apps.\n\n81\n00:04:00.080 --> 00:04:01.280\nThey're getting better every day.\n\n82\n00:04:01.280 --> 00:04:06.480\nBut what they don't bring is that heart to the whole process.\n\n83\n00:04:06.480 --> 00:04:12.250\nWhen you have a face-to-face meeting, you can resolve issues faster than when\n\n84\n00:04:12.250 --> 00:04:13.040\nyou have\n\n85\n00:04:13.040 --> 00:04:14.680\na video conference.\n\n86\n00:04:14.680 --> 00:04:19.710\nSo I hope we have the opportunity to do both face-to-face when it's needed,\n\n87\n00:04:19.710 --> 00:04:20.960\naugmented with\n\n88\n00:04:20.960 --> 00:04:26.280\nvideo conferencing like we have today, when we cannot really get to the office.\n\n89\n00:04:26.280 --> 00:04:32.280\nSo I think what this pandemic has enabled us to do is hybrid approaches to\n\n90\n00:04:32.280 --> 00:04:33.080\nworking in\n\n91\n00:04:33.080 --> 00:04:34.080\nan office.\n\n92\n00:04:34.080 --> 00:04:38.080\nI know that you read the book, \"The Great Influenza,\" and it's about the\n\n93\n00:04:38.080 --> 00:04:38.840\nSpanish flu\n\n94\n00:04:38.840 --> 00:04:42.680\nthat you just made reference to, which happened in 1918.\n\n95\n00:04:42.680 --> 00:04:47.720\nWhat did you learn from reading that book that should be relevant to us today?\n\n96\n00:04:47.720 --> 00:04:51.200\nI'd say pretty much the whole book, David, and there are certain chapters,\n\n97\n00:04:51.200 --> 00:04:51.840\nespecially\n\n98\n00:04:51.840 --> 00:04:56.710\nthe last three pages of the book, which talks about what should leaders do in\n\n99\n00:04:56.710 --> 00:04:57.240\nthe next\n\n100\n00:04:57.240 --> 00:05:01.870\npandemic, believe in the science, be brutally honest, pull no punches, tell the\n\n101\n00:05:01.870 --> 00:05:02.360\npublic\n\n102\n00:05:02.360 --> 00:05:04.400\nexactly what's going on.\n\n103\n00:05:04.400 --> 00:05:08.120\nDon't create a panic, but don't suppress the truth.\n\n104\n00:05:08.120 --> 00:05:09.120\nGive them hope.\n\n105\n00:05:09.120 --> 00:05:11.960\nTell them exactly what you're doing.\n\n106\n00:05:11.960 --> 00:05:13.880\nTrust the science.\n\n107\n00:05:13.880 --> 00:05:18.820\nAnd so as I read the book, I almost felt like just taking out the 1918\n\n108\n00:05:18.820 --> 00:05:20.400\ninfluenza and substituting\n\n109\n00:05:20.400 --> 00:05:21.400\nit with COVID.\n\n110\n00:05:21.400 --> 00:05:23.880\nThe similarities are eerie.\n\n111\n00:05:23.880 --> 00:05:26.320\nAnd John Barrett did an excellent job writing that book.\n\n112\n00:05:26.320 --> 00:05:27.320\nIt was readable.\n\n113\n00:05:27.320 --> 00:05:32.740\nIt was difficult to understand the magnitude of the pandemic when it happened\n\n114\n00:05:32.740 --> 00:05:34.080\nin 1918.\n\n115\n00:05:34.080 --> 00:05:35.240\nIt was worldwide.\n\n116\n00:05:35.240 --> 00:05:36.240\nIt was devastating.\n\n117\n00:05:36.240 --> 00:05:40.810\nBut I think we should all read it to make sure that we never have that happen\n\n118\n00:05:40.810 --> 00:05:41.200\nto us\n\n119\n00:05:41.200 --> 00:05:42.200\nagain.\n\n120\n00:05:42.200 --> 00:05:44.400\nWell, I'm definitely going to give it a read myself.\n\n121\n00:05:44.400 --> 00:05:46.280\nThis is such a huge crisis.\n\n122\n00:05:46.280 --> 00:05:49.710\nAnd when you look back, Andrew, what was the biggest crisis that you had to\n\n123\n00:05:49.710 --> 00:05:50.440\nhandle in your\n\n124\n00:05:50.440 --> 00:05:53.720\nbusiness career and what did you learn from it?\n\n125\n00:05:53.720 --> 00:05:54.880\nYou know, multiple crises.\n\n126\n00:05:54.880 --> 00:05:59.240\nIf I go back to just my Pepsi code days, I was there for 25 years.\n\n127\n00:05:59.240 --> 00:06:04.280\nYou know, when your CFO and president and IT is reporting to you and you have a\n\n128\n00:06:04.280 --> 00:06:04.760\nmajor\n\n129\n00:06:04.760 --> 00:06:07.320\nsystem failure, that's a crisis.\n\n130\n00:06:07.320 --> 00:06:10.120\nIt's before a Memorial Day audit processing.\n\n131\n00:06:10.120 --> 00:06:15.870\nOh my God, you get, I mean, you just freak out when you have the financial\n\n132\n00:06:15.870 --> 00:06:16.880\ncrisis and\n\n133\n00:06:16.880 --> 00:06:18.880\nbusiness is really taking a beating.\n\n134\n00:06:18.880 --> 00:06:21.320\nYou know, it's a crisis you have to deal with.\n\n135\n00:06:21.320 --> 00:06:25.240\nWhen an activist investor comes into your stock, you know, it's a crisis you\n\n136\n00:06:25.240 --> 00:06:25.600\nhave to\n\n137\n00:06:25.600 --> 00:06:26.600\ndeal with.\n\n138\n00:06:26.600 --> 00:06:31.440\nAnd each of these, I think for a brief moment you panic, that's inevitable.\n\n139\n00:06:31.440 --> 00:06:36.240\nBut then a good leader recovers from the panic really fast and says, okay, I've\n\n140\n00:06:36.240 --> 00:06:36.600\ndone\n\n141\n00:06:36.600 --> 00:06:38.720\nwith the panic game a few minutes.\n\n142\n00:06:38.720 --> 00:06:43.430\nNow let me see what I can do about it because being in a state of panic doesn't\n\n143\n00:06:43.430 --> 00:06:43.760\nhelp.\n\n144\n00:06:43.760 --> 00:06:47.360\nPeople are looking up to you to see what you want them to do.\n\n145\n00:06:47.360 --> 00:06:49.080\nYou have to provide the direction.\n\n146\n00:06:49.080 --> 00:06:52.910\nSo you collect yourself and you sit up and you say, okay, let's put our arms\n\n147\n00:06:52.910 --> 00:06:53.400\naround\n\n148\n00:06:53.400 --> 00:06:54.400\nthe issue.\n\n149\n00:06:54.400 --> 00:06:57.960\nLet's really understand what's going on.\n\n150\n00:06:57.960 --> 00:06:59.400\nLet's bring the experts in the room.\n\n151\n00:06:59.400 --> 00:07:04.200\nLet's learn from them and then start to get a craft to plan forward.\n\n152\n00:07:04.200 --> 00:07:07.910\nIt's tough because deep down inside, you're feeling terrible about the fact\n\n153\n00:07:07.910 --> 00:07:08.480\nthat you have\n\n154\n00:07:08.480 --> 00:07:11.000\nto handle this issue.\n\n155\n00:07:11.000 --> 00:07:15.230\nBut I tell you, after the first crisis you've had, the second one gets better,\n\n156\n00:07:15.230 --> 00:07:15.680\nthe third\n\n157\n00:07:15.680 --> 00:07:17.320\none gets even better.\n\n158\n00:07:17.320 --> 00:07:18.720\nAnd it's a learning process.\n\n159\n00:07:18.720 --> 00:07:22.870\nBut I have to tell you, every crisis that you go through makes you a better\n\n160\n00:07:22.870 --> 00:07:23.600\nperson.\n\n161\n00:07:23.600 --> 00:07:27.360\nThat's what that's saying, that which doesn't kill you makes you stronger.\n\n162\n00:07:27.360 --> 00:07:28.800\nExactly right.\n\n163\n00:07:28.800 --> 00:07:34.560\nYou know, leaders have also had to witness and respond to the tragic death of\n\n164\n00:07:34.560 --> 00:07:35.520\nGeorge Floyd\n\n165\n00:07:35.520 --> 00:07:38.440\nand the rightful plea for racial justice.\n\n166\n00:07:38.440 --> 00:07:42.160\nYou have such a renowned platform, Indra.\n\n167\n00:07:42.160 --> 00:07:46.500\nWhat are you doing on this front and what advice do you have to offer to other\n\n168\n00:07:46.500 --> 00:07:47.240\nleaders?\n\n169\n00:07:47.240 --> 00:07:51.890\nA lot of what I did was when I was at PepsiCo, PepsiCo was a company that\n\n170\n00:07:51.890 --> 00:07:53.120\nreally believed\n\n171\n00:07:53.120 --> 00:07:55.440\nin diversity and inclusion.\n\n172\n00:07:55.440 --> 00:07:59.070\nAnd going back to the days of Steve Reinerman, when he really jumped out at the\n\n173\n00:07:59.070 --> 00:08:00.280\nwhole DNI\n\n174\n00:08:00.280 --> 00:08:06.420\nprocess, I had the opportunity to have a critical mass of people, of all kinds\n\n175\n00:08:06.420 --> 00:08:07.400\nin PepsiCo,\n\n176\n00:08:07.400 --> 00:08:10.120\nso that we could build on that critical mass of people.\n\n177\n00:08:10.120 --> 00:08:14.650\nSo I first want to get credit to Steve Reinerman for what he put into the\n\n178\n00:08:14.650 --> 00:08:15.160\ncompany.\n\n179\n00:08:15.160 --> 00:08:19.910\nAnd PepsiCo wanted to be a company where its employee base reflected the\n\n180\n00:08:19.910 --> 00:08:21.160\nconsumer base.\n\n181\n00:08:21.160 --> 00:08:25.920\nSo we were inching our way up to those numbers in the company.\n\n182\n00:08:25.920 --> 00:08:31.380\nAnd we were making very good progress, not just in hiring, but in retaining and\n\n183\n00:08:31.380 --> 00:08:32.960\ndeveloping.\n\n184\n00:08:32.960 --> 00:08:36.800\nSo we were having explicit programs to make sure we retain people and we\n\n185\n00:08:36.800 --> 00:08:37.680\ndevelop people\n\n186\n00:08:37.680 --> 00:08:39.120\nbecause we didn't want to lose people.\n\n187\n00:08:39.120 --> 00:08:41.560\nWe struggled so much to hire.\n\n188\n00:08:41.560 --> 00:08:43.320\nSo we worked very hard at that.\n\n189\n00:08:43.320 --> 00:08:46.640\nNow that I've retired, I don't have a platform as such.\n\n190\n00:08:46.640 --> 00:08:51.270\nBut I will tell you, David, I'm very, very enthused by what I'm seeing in any\n\n191\n00:08:51.270 --> 00:08:51.960\nforums that\n\n192\n00:08:51.960 --> 00:08:58.030\nI'm attending because many, many CEOs are committing to really work this issue\n\n193\n00:08:58.030 --> 00:09:01.400\nin a very focused\n\n194\n00:09:01.400 --> 00:09:05.110\nimmediate way, which I think is a big change from the past where people were\n\n195\n00:09:05.110 --> 00:09:05.840\njust looking\n\n196\n00:09:05.840 --> 00:09:10.520\nat this issue and say, I'll get to it or I'll address it over the years.\n\n197\n00:09:10.520 --> 00:09:14.360\nNow they're saying we have to put the money behind these programs.\n\n198\n00:09:14.360 --> 00:09:15.360\nWe have to do it now.\n\n199\n00:09:15.360 --> 00:09:19.870\nI'm actually very optimistic that this time around, people were recognized that\n\n200\n00:09:19.870 --> 00:09:20.440\nit's not\n\n201\n00:09:20.440 --> 00:09:23.920\na nice to do, it's a must do.\n\n202\n00:09:23.920 --> 00:09:25.760\nYeah, I couldn't agree more.\n\n203\n00:09:25.760 --> 00:09:34.180\nAnd Andrew, I know that you are a big fan of the great late representative John\n\n204\n00:09:34.180 --> 00:09:34.760\nLewis.\n\n205\n00:09:34.760 --> 00:09:36.480\nWhat do you think we can learn from him?\n\n206\n00:09:36.480 --> 00:09:40.920\nI mean, he was a great civil rights leader, great congressman.\n\n207\n00:09:40.920 --> 00:09:44.360\nWhat can we learn from him and how he tried to solve the problem?\n\n208\n00:09:44.360 --> 00:09:47.420\nYou know, I think if you go back to John Lewis and I've been doing a lot of\n\n209\n00:09:47.420 --> 00:09:48.400\nreading of Martin\n\n210\n00:09:48.400 --> 00:09:52.310\nLuther King and other leaders, I think basically the message that they were\n\n211\n00:09:52.310 --> 00:09:53.240\ngiving is one of\n\n212\n00:09:53.240 --> 00:09:57.920\nunity, solving problems through unity, not through divisions.\n\n213\n00:09:57.920 --> 00:10:03.950\nIf you read everything John Lewis said, it was through unity, do not divide\n\n214\n00:10:03.950 --> 00:10:04.960\nsociety.\n\n215\n00:10:04.960 --> 00:10:07.680\nLet's come together and solve issues.\n\n216\n00:10:07.680 --> 00:10:11.960\nAnd to me, that's what endured me to John Lewis if you want to call it that.\n\n217\n00:10:11.960 --> 00:10:17.580\nAnd at no point in his career, in spite of all that he went through, did he\n\n218\n00:10:17.580 --> 00:10:18.280\never talk\n\n219\n00:10:18.280 --> 00:10:20.480\nabout a divided society?\n\n220\n00:10:20.480 --> 00:10:24.320\nHe only talked about us coming together to solve these issues.\n\n221\n00:10:24.320 --> 00:10:25.800\nAnd he was a man of hope.\n\n222\n00:10:25.800 --> 00:10:28.680\nHe always thought we could address these issues.\n\n223\n00:10:28.680 --> 00:10:30.680\nHe never held a grudge.\n\n224\n00:10:30.680 --> 00:10:34.170\nIf you go back and look at all of the stuff he went through, he never held a gr\n\n225\n00:10:34.170 --> 00:10:34.680\nudge.\n\n226\n00:10:34.680 --> 00:10:38.520\nI wish I could be such a big person, but he was.\n\n227\n00:10:38.520 --> 00:10:46.100\nYou've always believed in confronting bias publicly and you've written about it\n\n228\n00:10:46.100 --> 00:10:46.600\nand you\n\n229\n00:10:46.600 --> 00:10:51.080\nsay that confronting bias publicly is essential.\n\n230\n00:10:51.080 --> 00:10:54.400\nCan you tell us a story of when you've done that?\n\n231\n00:10:54.400 --> 00:10:59.160\nTypically, what happens is that unconscious bias more than conscious bias.\n\n232\n00:10:59.160 --> 00:11:03.300\nSometimes when a woman is talking, somebody will roll their eyes or when\n\n233\n00:11:03.300 --> 00:11:04.080\nsomebody who's\n\n234\n00:11:04.080 --> 00:11:09.620\ndiverse of any kind talks or says something, some group in the meeting would\n\n235\n00:11:09.620 --> 00:11:10.480\nroll their\n\n236\n00:11:10.480 --> 00:11:14.040\neyes or cut them off.\n\n237\n00:11:14.040 --> 00:11:16.680\nYou can't allow that to happen.\n\n238\n00:11:16.680 --> 00:11:20.370\nThey may not even realize they're doing it, but you've got to stop that and say\n\n239\n00:11:20.370 --> 00:11:20.800\n, hey,\n\n240\n00:11:20.800 --> 00:11:23.560\nwhy did you talk over that person?\n\n241\n00:11:23.560 --> 00:11:25.520\nWhy did you cut that person off?\n\n242\n00:11:25.520 --> 00:11:27.720\nWhy did you roll your eyes when that person was talking?\n\n243\n00:11:27.720 --> 00:11:31.960\nWhat was the issue you were addressing when you rolled your eyes?\n\n244\n00:11:31.960 --> 00:11:36.710\nSo at every point when you see bad behavior, conscious or unconscious, you've\n\n245\n00:11:36.710 --> 00:11:37.240\ngot to call\n\n246\n00:11:37.240 --> 00:11:39.080\nit out right there.\n\n247\n00:11:39.080 --> 00:11:42.160\nIf it happens again and again, it's conscious.\n\n248\n00:11:42.160 --> 00:11:46.000\nIf it happens once and they change, it was unconscious the first time.\n\n249\n00:11:46.000 --> 00:11:49.880\nSo you give them a pass the first time, the second time you get serious and the\n\n250\n00:11:49.880 --> 00:11:50.240\nthird\n\n251\n00:11:50.240 --> 00:11:53.960\ntime you really go for some action.\n\n252\n00:11:53.960 --> 00:11:55.960\nSo I think it's a question of education.\n\n253\n00:11:55.960 --> 00:12:01.830\nIt's a question of giving them a chance, modeling their behavior back to them\n\n254\n00:12:01.830 --> 00:12:02.920\nand seeing how\n\n255\n00:12:02.920 --> 00:12:04.800\nthey feel about it.\n\n256\n00:12:04.800 --> 00:12:05.800\nIt's a process.\n\n257\n00:12:05.800 --> 00:12:07.920\nIt doesn't happen overnight.\n\n258\n00:12:07.920 --> 00:12:12.540\nI understand that you have a new book in the works and you have so many\n\n259\n00:12:12.540 --> 00:12:14.440\nvaluable experiences.\n\n260\n00:12:14.440 --> 00:12:16.920\nWhat do you plan to cover in your book?\n\n261\n00:12:16.920 --> 00:12:19.160\nIt's all about integrating work and family.\n\n262\n00:12:19.160 --> 00:12:23.710\nAnd basically the premise of my book, David, is that as a country, we want to\n\n263\n00:12:23.710 --> 00:12:24.760\nenable families\n\n264\n00:12:24.760 --> 00:12:27.440\nto have about two kids for family.\n\n265\n00:12:27.440 --> 00:12:29.720\nThat's the replacement rate for the country.\n\n266\n00:12:29.720 --> 00:12:35.490\nBut we also want every brain in the country to be deployed in the work of the\n\n267\n00:12:35.490 --> 00:12:36.400\ncountry so\n\n268\n00:12:36.400 --> 00:12:38.840\nthat we can grow as a country.\n\n269\n00:12:38.840 --> 00:12:41.320\nAnd then I'm talking about men and women alike.\n\n270\n00:12:41.320 --> 00:12:46.130\nSo the real question is how do we enable all of them to be able to come to work\n\n271\n00:12:46.130 --> 00:12:46.680\nand have\n\n272\n00:12:46.680 --> 00:12:50.360\na paid job so that the GDP of the country can grow?\n\n273\n00:12:50.360 --> 00:12:54.380\nAt the same time, families are also created and children are nurtured and\n\n274\n00:12:54.380 --> 00:12:55.160\ndeveloped.\n\n275\n00:12:55.160 --> 00:13:01.060\nSo how do we provide the support system for people in terms of childcare, in\n\n276\n00:13:01.060 --> 00:13:01.760\nterms of\n\n277\n00:13:01.760 --> 00:13:07.680\nfamily leave, maternity care, whatever, in order to enable them to have\n\n278\n00:13:07.680 --> 00:13:08.720\nfamilies and\n\n279\n00:13:08.720 --> 00:13:12.080\nwork without going through incredible stress?\n\n280\n00:13:12.080 --> 00:13:16.050\nI find that men and women alike today, young people, are going through a lot of\n\n281\n00:13:16.050 --> 00:13:16.800\nstress when\n\n282\n00:13:16.800 --> 00:13:19.520\nthey have to balance so many priorities.\n\n283\n00:13:19.520 --> 00:13:24.270\nSo the real question is how do you create institutional policies working\n\n284\n00:13:24.270 --> 00:13:26.680\nbetween government, societies,\n\n285\n00:13:26.680 --> 00:13:29.280\ncommunities, companies to be able to make it happen?\n\n286\n00:13:29.280 --> 00:13:31.280\nYeah, it's a book I'm going to read, Edris.\n\n287\n00:13:31.280 --> 00:13:34.680\nSo I'm hoping you'll give me an autograph copy.\n\n288\n00:13:34.680 --> 00:13:38.320\nI'm hoping that I'll come back on your podcast and talk about it, David.\n\n289\n00:13:38.320 --> 00:13:39.320\nI can't wait to do that.\n\n290\n00:13:39.320 --> 00:13:40.320\nThat'll be great.\n\n291\n00:13:40.320 --> 00:13:43.720\nYou mentioned it a little bit earlier, but you've taken on a special project to\n\n292\n00:13:43.720 --> 00:13:44.040\nhelp\n\n293\n00:13:44.040 --> 00:13:46.680\nGovernor Ned Lamont and Connecticut.\n\n294\n00:13:46.680 --> 00:13:48.520\nCould you tell us a little bit about what you're doing?\n\n295\n00:13:48.520 --> 00:13:49.520\nYeah, two things.\n\n296\n00:13:49.520 --> 00:13:54.790\nOne, I'm the co-chair of the Advanced CT, which is Advancing Connecticut's\n\n297\n00:13:54.790 --> 00:13:56.520\nEconomic Opportunities.\n\n298\n00:13:56.520 --> 00:14:01.360\nIt's a business-led entity in the state of Connecticut.\n\n299\n00:14:01.360 --> 00:14:04.160\nWe're not a government organization.\n\n300\n00:14:04.160 --> 00:14:06.320\nWe are a private organization.\n\n301\n00:14:06.320 --> 00:14:09.600\nAnd we really talk about how to bring investment to Connecticut.\n\n302\n00:14:09.600 --> 00:14:14.100\nThat's what I was doing until Governor Lamont wanted me to co-chair the\n\n303\n00:14:14.100 --> 00:14:15.680\nreopened Connecticut\n\n304\n00:14:15.680 --> 00:14:17.440\ntask force.\n\n305\n00:14:17.440 --> 00:14:23.280\nAnd to help him with how to think about how he should reopen Connecticut.\n\n306\n00:14:23.280 --> 00:14:27.360\nSo it was a private task force through Advanced CT.\n\n307\n00:14:27.360 --> 00:14:31.550\nAnd we helped provide the Governor a framework so that he and his cabinet would\n\n308\n00:14:31.550 --> 00:14:32.440\ndecide exactly\n\n309\n00:14:32.440 --> 00:14:36.120\nhow they wanted to reopen Connecticut.\n\n310\n00:14:36.120 --> 00:14:40.570\nAnd we worked for about 10 weeks, all of us, with the government officials,\n\n311\n00:14:40.570 --> 00:14:41.520\nwith all kinds\n\n312\n00:14:41.520 --> 00:14:43.200\nof experts.\n\n313\n00:14:43.200 --> 00:14:47.520\nAnd we provided a framework to the Governor who then took the framework with\n\n314\n00:14:47.520 --> 00:14:48.160\nhis team,\n\n315\n00:14:48.160 --> 00:14:52.880\nmodified it, and applied it in the state of Connecticut successfully.\n\n316\n00:14:52.880 --> 00:14:56.440\nFirst of all, he's a wonderful Governor, so everything worked out very well.\n\n317\n00:14:56.440 --> 00:14:57.440\nThat's great.\n\n318\n00:14:57.440 --> 00:14:58.440\nThat's great.\n\n319\n00:14:58.440 --> 00:15:00.080\nYou know, once a change maker always a change maker.\n\n320\n00:15:00.080 --> 00:15:02.600\nTrying, David, just like you.\n\n321\n00:15:02.600 --> 00:15:08.290\nYou sit on the review panel for Quality Can't Wait Challenge that Melinda Gates\n\n322\n00:15:08.290 --> 00:15:09.600\nchampioned.\n\n323\n00:15:09.600 --> 00:15:12.280\nSo what do you hope to accomplish by doing that?\n\n324\n00:15:12.280 --> 00:15:15.280\nI think we're just trying to find role models and showcase them and give them\n\n325\n00:15:15.280 --> 00:15:15.880\nprizes so\n\n326\n00:15:15.880 --> 00:15:19.160\nthat people feel like there's something they can aspire to.\n\n327\n00:15:19.160 --> 00:15:24.210\nWhen you look at any of these organizations that set up prizes and give it to\n\n328\n00:15:24.210 --> 00:15:24.960\npeople,\n\n329\n00:15:24.960 --> 00:15:29.070\nit's because they want to recognize people for doing things that move society\n\n330\n00:15:29.070 --> 00:15:29.800\nforward.\n\n331\n00:15:29.800 --> 00:15:32.760\nYou never give a prize to somebody to move society back.\n\n332\n00:15:32.760 --> 00:15:35.560\nYou always give a prize to move society forward.\n\n333\n00:15:35.560 --> 00:15:37.680\nSo you know, there's equality can't wait.\n\n334\n00:15:37.680 --> 00:15:42.780\nThe Ruth Bader Ginsburg Award Committee that I sit on, all Jason Witten Colleg\n\n335\n00:15:42.780 --> 00:15:43.400\niate Award\n\n336\n00:15:43.400 --> 00:15:48.040\nCommittee I sit on, all of these are to move society forward.\n\n337\n00:15:48.040 --> 00:15:53.190\nSomebody who's done something wonderful, beyond the call of what they regularly\n\n338\n00:15:53.190 --> 00:15:54.240\ndo to help\n\n339\n00:15:54.240 --> 00:15:59.160\nmove societal issues, to help address societal issues and move society forward.\n\n340\n00:15:59.160 --> 00:16:02.880\nAnd to me, equality can't wait.\n\n341\n00:16:02.880 --> 00:16:05.280\nThe submissions haven't come to me.\n\n342\n00:16:05.280 --> 00:16:09.860\nBut when I did Ruth Bader Ginsburg and Jason Witten Collegiate Award, some of\n\n343\n00:16:09.860 --> 00:16:10.120\nthe write\n\n344\n00:16:10.120 --> 00:16:14.000\nups of the people that came to us just spectacular.\n\n345\n00:16:14.000 --> 00:16:15.520\nPeople are doing some amazing things.\n\n346\n00:16:15.520 --> 00:16:17.920\nIt'll make your heart very warm.\n\n347\n00:16:17.920 --> 00:16:20.920\nYou know, you've met so many amazing leaders.\n\n348\n00:16:20.920 --> 00:16:24.960\nWho would be the most impressive female leader that you've met?\n\n349\n00:16:24.960 --> 00:16:27.480\nAs a female leader.\n\n350\n00:16:27.480 --> 00:16:31.840\nLet me name a few because I think I've met a bunch of people.\n\n351\n00:16:31.840 --> 00:16:34.360\nChristine Lagarde just blows me away.\n\n352\n00:16:34.360 --> 00:16:35.360\nShe's brilliant.\n\n353\n00:16:35.360 --> 00:16:36.360\nShe's global.\n\n354\n00:16:36.360 --> 00:16:38.440\nShe's focused.\n\n355\n00:16:38.440 --> 00:16:42.160\nShe understands issues around the world and spectacular ways.\n\n356\n00:16:42.160 --> 00:16:45.480\nI enjoy talking to Christine Lagarde.\n\n357\n00:16:45.480 --> 00:16:49.120\nHillary Clinton is perhaps one of the smartest women I've ever met, smartest\n\n358\n00:16:49.120 --> 00:16:49.760\npeople I've\n\n359\n00:16:49.760 --> 00:16:51.800\never met.\n\n360\n00:16:51.800 --> 00:16:54.200\nKay Bailey Hutchinson from Texas.\n\n361\n00:16:54.200 --> 00:16:56.520\nSomebody, I simply adore.\n\n362\n00:16:56.520 --> 00:16:59.880\nYou know, I've had many, many conversations with Kay Bailey Hutchinson.\n\n363\n00:16:59.880 --> 00:17:03.840\nI even did a luncheon for her in Dallas.\n\n364\n00:17:03.840 --> 00:17:08.680\nShe's a calming person with a great global view.\n\n365\n00:17:08.680 --> 00:17:10.320\nI've enjoyed talking to her.\n\n366\n00:17:10.320 --> 00:17:15.820\nIf I go over to Asia, Ho Ching of Singapore is another person who has a very\n\n367\n00:17:15.820 --> 00:17:17.360\nglobal perspective\n\n368\n00:17:17.360 --> 00:17:18.360\nof all issues.\n\n369\n00:17:18.360 --> 00:17:20.560\nI mean, he sit down and talk to Ho Ching.\n\n370\n00:17:20.560 --> 00:17:26.080\nYou leave feeling even more informed about the state of the world.\n\n371\n00:17:26.080 --> 00:17:30.720\nSo my job and even today, I come in contact with all these people.\n\n372\n00:17:30.720 --> 00:17:35.810\nAnd I've truly enjoyed getting to know them and chatting with them and learning\n\n373\n00:17:35.810 --> 00:17:36.360\nfrom them\n\n374\n00:17:36.360 --> 00:17:37.360\nmore than anything else.\n\n375\n00:17:37.360 --> 00:17:39.000\nI'm sure that's a two-way street.\n\n376\n00:17:39.000 --> 00:17:40.000\nThere's no doubt about that.\n\n377\n00:17:40.000 --> 00:17:42.840\nI hope so, but I think I'm the next beneficiary.\n\n378\n00:17:42.840 --> 00:17:48.140\nI have to ask you to just, how hard has it been for you to step back from being\n\n379\n00:17:48.140 --> 00:17:48.520\non the\n\n380\n00:17:48.520 --> 00:17:54.460\nfront line of such a major company like PepsiCo and being the CEO and having\n\n381\n00:17:54.460 --> 00:17:55.960\nthat responsibility?\n\n382\n00:17:55.960 --> 00:17:56.960\nHow hard has it been?\n\n383\n00:17:56.960 --> 00:18:00.280\nSo let me talk about what I thought it would be and what it is.\n\n384\n00:18:00.280 --> 00:18:05.170\nI thought I was going to be bereft because 25 years, go, go, go and PepsiCo and\n\n385\n00:18:05.170 --> 00:18:05.640\n15 years\n\n386\n00:18:05.640 --> 00:18:09.810\nbefore that, the last 12 years CEO and I'm saying, \"Oh my God, what am I going\n\n387\n00:18:09.810 --> 00:18:10.160\nto do\n\n388\n00:18:10.160 --> 00:18:11.480\nwith my life?\"\n\n389\n00:18:11.480 --> 00:18:16.270\nI walked out of the PepsiCo headquarters on October 2nd as I stepped down as\n\n390\n00:18:16.270 --> 00:18:16.800\nCEO.\n\n391\n00:18:16.800 --> 00:18:20.920\nAnd I walked into my office and Greenwich, my family office and I haven't\n\n392\n00:18:20.920 --> 00:18:21.760\nlooked back.\n\n393\n00:18:21.760 --> 00:18:25.600\nI've been busier than before in my own way.\n\n394\n00:18:25.600 --> 00:18:29.360\nMy life is richer in a funny way because I'm learning so much more, meeting\n\n395\n00:18:29.360 --> 00:18:30.160\nmore interesting\n\n396\n00:18:30.160 --> 00:18:34.600\npeople and I'm not wedded to a quarterly earnings cycle.\n\n397\n00:18:34.600 --> 00:18:35.840\nIt sort of grinds it to you.\n\n398\n00:18:35.840 --> 00:18:39.240\nAnd remember I was the CFO and president and then CEO.\n\n399\n00:18:39.240 --> 00:18:44.200\nI did 75 quarters of earnings releases, 75 quarters.\n\n400\n00:18:44.200 --> 00:18:45.600\nThat's a lot.\n\n401\n00:18:45.600 --> 00:18:50.560\nAnd in a funny way, I tell you, I feel lighter, healthier.\n\n402\n00:18:50.560 --> 00:18:53.840\nI loved PepsiCo and it's people when I was there.\n\n403\n00:18:53.840 --> 00:18:55.040\nBut I'm a new person.\n\n404\n00:18:55.040 --> 00:18:56.040\nI'm reborn.\n\n405\n00:18:56.040 --> 00:18:59.070\nYeah, well, you're reborn and you're doing a lot of great things which is no\n\n406\n00:18:59.070 --> 00:18:59.520\nsurprise\n\n407\n00:18:59.520 --> 00:19:00.520\nto me.\n\n408\n00:19:00.520 --> 00:19:03.080\nI always tell everybody when people ask me that question, I didn't know I could\n\n409\n00:19:03.080 --> 00:19:03.280\nlove\n\n410\n00:19:03.280 --> 00:19:06.360\nsomething so much and miss it so little.\n\n411\n00:19:06.360 --> 00:19:09.280\nYou and I are exactly the same David.\n\n412\n00:19:09.280 --> 00:19:13.050\nI think because it's productive lives that we have no time to miss anything\n\n413\n00:19:13.050 --> 00:19:13.560\nelse.\n\n414\n00:19:13.560 --> 00:19:15.560\nYou are such an avid learner.\n\n415\n00:19:15.560 --> 00:19:20.320\nHow are you continuing to sharpen your acts?\n\n416\n00:19:20.320 --> 00:19:24.520\nFirst of all, I'm involved with so many activities, so many businesses.\n\n417\n00:19:24.520 --> 00:19:27.120\nI advise so many little startup companies.\n\n418\n00:19:27.120 --> 00:19:30.240\nBut I don't just advise them, I actually learn their business.\n\n419\n00:19:30.240 --> 00:19:34.990\nI go to school on their business and I really want to understand what that\n\n420\n00:19:34.990 --> 00:19:35.920\nindustry is.\n\n421\n00:19:35.920 --> 00:19:39.480\nAnd so that allows me to open my vistas a lot.\n\n422\n00:19:39.480 --> 00:19:43.640\nBeing on the Amazon board, I learned so much from them.\n\n423\n00:19:43.640 --> 00:19:48.120\nIt's perhaps one of the most, I think it's a 23rd century company.\n\n424\n00:19:48.120 --> 00:19:53.000\nIt's like the technologies that they embrace, the way they think about the\n\n425\n00:19:53.000 --> 00:19:54.000\nfuture, the way\n\n426\n00:19:54.000 --> 00:19:57.360\nthey think about the customer because they're always customer first is\n\n427\n00:19:57.360 --> 00:19:58.280\nunbelievable.\n\n428\n00:19:58.280 --> 00:20:02.200\nSo I think that has been an amazing learning opportunity.\n\n429\n00:20:02.200 --> 00:20:10.600\nI teach up at West Point, the military academy and watching those cadets learn,\n\n430\n00:20:10.600 --> 00:20:10.760\nwatching\n\n431\n00:20:10.760 --> 00:20:13.360\nthose faculty members teach them.\n\n432\n00:20:13.360 --> 00:20:18.680\nI sit there and look at them in awe because the discipline, the focus, the\n\n433\n00:20:18.680 --> 00:20:19.680\ncommitment,\n\n434\n00:20:19.680 --> 00:20:23.280\nthe patriotism they have is something that I think David, I'm trying to get you\n\n435\n00:20:23.280 --> 00:20:23.680\nout there\n\n436\n00:20:23.680 --> 00:20:25.480\nto West Point to speak to them.\n\n437\n00:20:25.480 --> 00:20:28.200\nIt is just amazing.\n\n438\n00:20:28.200 --> 00:20:34.570\nSo I am involved in so many things and each of the activities I'm involved in,\n\n439\n00:20:34.570 --> 00:20:35.040\nit's actually\n\n440\n00:20:35.040 --> 00:20:38.040\nteaching me more than I'm teaching them.\n\n441\n00:20:38.040 --> 00:20:42.960\nI'd be honored to be a guest at the Zoom, but you know what?\n\n442\n00:20:42.960 --> 00:20:45.320\nThey would benefit enormously from you.\n\n443\n00:20:45.320 --> 00:20:46.520\nI would love to do that.\n\n444\n00:20:46.520 --> 00:20:51.410\nAndrea, you were recognized on the 100th birthday of the League of Women Voters\n\n445\n00:20:51.410 --> 00:20:52.240\nas the most\n\n446\n00:20:52.240 --> 00:20:55.400\noutstanding woman in business.\n\n447\n00:20:55.400 --> 00:20:57.360\nWhat did that mean to you?\n\n448\n00:20:57.360 --> 00:20:58.360\nGood news, bad news.\n\n449\n00:20:58.360 --> 00:20:59.720\nLet me tell you what it is.\n\n450\n00:20:59.720 --> 00:21:04.760\nThe great news is that they looked at me and said that I was a role model.\n\n451\n00:21:04.760 --> 00:21:10.480\nI paved the way for other women to say, \"Hey, we too can be like Indra.\"\n\n452\n00:21:10.480 --> 00:21:14.040\nSomebody of color, somebody was an immigrant.\n\n453\n00:21:14.040 --> 00:21:16.680\nI gave hope to so many people.\n\n454\n00:21:16.680 --> 00:21:19.040\nSo that part made me feel great.\n\n455\n00:21:19.040 --> 00:21:22.700\nThe part that made me feel a little bad, that there weren't as many of us as\n\n456\n00:21:22.700 --> 00:21:23.240\nthere could\n\n457\n00:21:23.240 --> 00:21:24.640\nhave been.\n\n458\n00:21:24.640 --> 00:21:25.840\nAs there could have been.\n\n459\n00:21:25.840 --> 00:21:29.240\nIf you really look at it, our numbers are still small.\n\n460\n00:21:29.240 --> 00:21:32.480\nI think in 10 or 15 years, it's going to be much more.\n\n461\n00:21:32.480 --> 00:21:37.910\nThe fact that the progress over the last 50 to 75 years has been glacial made\n\n462\n00:21:37.910 --> 00:21:38.480\nme feel\n\n463\n00:21:38.480 --> 00:21:39.480\nbad.\n\n464\n00:21:39.480 --> 00:21:44.160\nWhile you like to be celebrated, you want to be among a much larger group.\n\n465\n00:21:44.160 --> 00:21:48.520\nMaybe about 10% of the Fortune 500 women CEOs.\n\n466\n00:21:48.520 --> 00:21:50.920\nSo we have a long way to go.\n\n467\n00:21:50.920 --> 00:21:53.600\nAnd so like I said, there's good news, bad news.\n\n468\n00:21:53.600 --> 00:21:57.700\nYou feel great being celebrated, but you know that you've got to pave the way\n\n469\n00:21:57.700 --> 00:21:58.200\nfor more\n\n470\n00:21:58.200 --> 00:22:00.560\npeople to come up in the ranks.\n\n471\n00:22:00.560 --> 00:22:01.800\nThat's why the book is important.\n\n472\n00:22:01.800 --> 00:22:03.200\nYeah, I agree.\n\n473\n00:22:03.200 --> 00:22:06.470\nThe other thing that I know that you do is you challenge everyone to get a\n\n474\n00:22:06.470 --> 00:22:07.400\nfemale mentor.\n\n475\n00:22:07.400 --> 00:22:08.400\nExplain that.\n\n476\n00:22:08.400 --> 00:22:09.400\nWell, it's interesting.\n\n477\n00:22:09.400 --> 00:22:17.610\nWhen I left PepsiCo, people kept saying, \"Why didn't you replace yourself with\n\n478\n00:22:17.610 --> 00:22:18.280\na woman\n\n479\n00:22:18.280 --> 00:22:19.280\nCEO?\"\n\n480\n00:22:19.280 --> 00:22:22.040\nWhy don't they ask the men that?\n\n481\n00:22:22.040 --> 00:22:25.200\nWhy haven't you replaced yourself with a woman CEO?\n\n482\n00:22:25.200 --> 00:22:31.120\nSo I think it's a question of all of us have to pull each other up.\n\n483\n00:22:31.120 --> 00:22:33.440\nWomen should not be mentoring just women.\n\n484\n00:22:33.440 --> 00:22:35.320\nMen should not be mentoring just men.\n\n485\n00:22:35.320 --> 00:22:36.600\nIt should be all over the place.\n\n486\n00:22:36.600 --> 00:22:37.600\nMen should mentor women.\n\n487\n00:22:37.600 --> 00:22:40.560\nWomen should be mentoring men because we all learn from each other.\n\n488\n00:22:40.560 --> 00:22:46.290\nSo I always tell people, if you go and get a female mentor, you'll just get a\n\n489\n00:22:46.290 --> 00:22:47.080\nfeel for\n\n490\n00:22:47.080 --> 00:22:51.120\nthe other side, the EQ more than just the IQ.\n\n491\n00:22:51.120 --> 00:22:55.960\nYou'll understand business from the point of view of somebody quite different.\n\n492\n00:22:55.960 --> 00:22:59.720\nMake sure you understand everybody's point of view.\n\n493\n00:22:59.720 --> 00:23:04.490\nAnd that's why I think that it always helps to have male mentors, but it also\n\n494\n00:23:04.490 --> 00:23:05.120\nhelps to\n\n495\n00:23:05.120 --> 00:23:09.390\nhave female mentors because they give you just a slightly different perspective\n\n496\n00:23:09.390 --> 00:23:09.640\n.\n\n497\n00:23:09.640 --> 00:23:11.560\nI didn't know you were on the Amazon board.\n\n498\n00:23:11.560 --> 00:23:12.720\nI should have known that.\n\n499\n00:23:12.720 --> 00:23:17.480\nIt's interesting, Jeff Bezos is an amazing leader.\n\n500\n00:23:17.480 --> 00:23:20.840\nWhat have you learned watching him in action?\n\n501\n00:23:20.840 --> 00:23:24.480\nI don't think I've met anybody quite as brilliant as him.\n\n502\n00:23:24.480 --> 00:23:29.010\nI mean, it's just his brain, the way it works, how much he's willing to absorb\n\n503\n00:23:29.010 --> 00:23:30.920\nor can absorb,\n\n504\n00:23:30.920 --> 00:23:34.920\nhow he can push the boundaries of thinking and innovation and invention.\n\n505\n00:23:34.920 --> 00:23:38.080\nI am more than all than anything else.\n\n506\n00:23:38.080 --> 00:23:44.830\nThe fact that he's built this US-based enterprise from the ground up, from the\n\n507\n00:23:44.830 --> 00:23:46.600\ntrunk of his car\n\n508\n00:23:46.600 --> 00:23:53.000\nis just a, how do I call it, the eighth wonder of the world.\n\n509\n00:23:53.000 --> 00:23:58.840\nI mean, look at the size of that company, from the trunk of his car.\n\n510\n00:23:58.840 --> 00:24:03.080\nAnd it's not a company, even though it's founded led, he doesn't act that way.\n\n511\n00:24:03.080 --> 00:24:05.480\nHe runs it very professionally.\n\n512\n00:24:05.480 --> 00:24:13.420\nSo the fact that somebody like him who grew up in very humble circumstances can\n\n513\n00:24:13.420 --> 00:24:13.720\nbuild\n\n514\n00:24:13.720 --> 00:24:18.120\nthis incredible enterprise that is still in his early stages is something that\n\n515\n00:24:18.120 --> 00:24:18.400\nwe can\n\n516\n00:24:18.400 --> 00:24:20.280\nall learn from.\n\n517\n00:24:20.280 --> 00:24:24.400\nAnd every time I go to an Amazon board meeting or read anything they send or\n\n518\n00:24:24.400 --> 00:24:25.360\ninterface with\n\n519\n00:24:25.360 --> 00:24:32.080\nthem, I just said they're going, man, these are unusual human beings.\n\n520\n00:24:32.080 --> 00:24:35.390\nI think every business person in the world would like to be a fly in the wall\n\n521\n00:24:35.390 --> 00:24:35.720\nof one\n\n522\n00:24:35.720 --> 00:24:37.880\nof those vedis just to learn.\n\n523\n00:24:37.880 --> 00:24:42.320\nSo I consider myself lucky to be able to run from the masters there.\n\n524\n00:24:42.320 --> 00:24:44.120\nThis is always fun catching up with you, Endor.\n\n525\n00:24:44.120 --> 00:24:45.720\nAnd I want to have a little more fun.\n\n526\n00:24:45.720 --> 00:24:48.800\nAnd they're going to do a lightning round of Q&A with you.\n\n527\n00:24:48.800 --> 00:24:49.800\nOkay.\n\n528\n00:24:49.800 --> 00:24:51.320\nWhat three words best describe you?\n\n529\n00:24:51.320 --> 00:24:57.680\nCaring, passionate, but driven.\n\n530\n00:24:57.680 --> 00:25:03.920\nIf you could be one person in the world for a day, who would it be and why?\n\n531\n00:25:03.920 --> 00:25:08.110\nI would have liked to have been Nelson Mandela and Robin Silesin for one day\n\n532\n00:25:08.110 --> 00:25:08.440\njust to experience\n\n533\n00:25:08.440 --> 00:25:10.160\nwhat he went through.\n\n534\n00:25:10.160 --> 00:25:15.840\nI went to Robin Silesin about three years ago and to the apartheid museum.\n\n535\n00:25:15.840 --> 00:25:22.840\nAnd I've never come out crying from a trip as I did, that particular trip.\n\n536\n00:25:22.840 --> 00:25:25.760\nYou know, that was a very inspiring trip for me too.\n\n537\n00:25:25.760 --> 00:25:30.250\nI'll never, ever forget the fact that he could live in that room and come out\n\n538\n00:25:30.250 --> 00:25:31.520\nand be so humble\n\n539\n00:25:31.520 --> 00:25:34.520\nand bring everybody together an incredible leader.\n\n540\n00:25:34.520 --> 00:25:39.960\nWhat's something about you, Endor, that few people would know?\n\n541\n00:25:39.960 --> 00:25:46.130\nThat I care more about mentoring and developing other people than anything else\n\n542\n00:25:46.130 --> 00:25:46.440\n.\n\n543\n00:25:46.440 --> 00:25:49.840\nTo me, that is a single most important thing.\n\n544\n00:25:49.840 --> 00:25:55.360\nAnd I just calculated in the last six years in PepsiCo, I gave the world, I\n\n545\n00:25:55.360 --> 00:25:55.720\nthink, nine\n\n546\n00:25:55.720 --> 00:26:00.600\nCEOs, about three CFOs and three CHROs and three CMOs.\n\n547\n00:26:00.600 --> 00:26:05.830\nSo interestingly, I look at that as perhaps one of the biggest accomplishments\n\n548\n00:26:05.830 --> 00:26:06.480\nbecause\n\n549\n00:26:06.480 --> 00:26:07.800\nwe develop those leaders.\n\n550\n00:26:07.800 --> 00:26:10.120\nI feel great about that.\n\n551\n00:26:10.120 --> 00:26:12.840\nThat's a big family tree you can be proud of there.\n\n552\n00:26:12.840 --> 00:26:13.840\nBut you're that way too.\n\n553\n00:26:13.840 --> 00:26:15.960\nYou taught me a lot of that today.\n\n554\n00:26:15.960 --> 00:26:17.800\nDo you have any hidden talents?\n\n555\n00:26:17.800 --> 00:26:18.800\nHidden talents.\n\n556\n00:26:18.800 --> 00:26:23.000\nYou know, I love to ballroom dance.\n\n557\n00:26:23.000 --> 00:26:26.240\nI bet you're great at that.\n\n558\n00:26:26.240 --> 00:26:29.880\nAnd do you have a favorite quote off the top of your head?\n\n559\n00:26:29.880 --> 00:26:33.360\nThe Martin Luther King's speech, what's your life's blueprint?\n\n560\n00:26:33.360 --> 00:26:38.940\nSix paragraphs was delivered in 1963, I think, or '67 in Barat High School in\n\n561\n00:26:38.940 --> 00:26:40.440\nPhiladelphia.\n\n562\n00:26:40.440 --> 00:26:41.920\nIt's six paragraphs.\n\n563\n00:26:41.920 --> 00:26:44.760\nIt talks about what's your life's blueprint.\n\n564\n00:26:44.760 --> 00:26:50.120\nAnd every word of that one-page speech is a quote I live by.\n\n565\n00:26:50.120 --> 00:26:52.800\nRead that speech almost every week.\n\n566\n00:26:52.800 --> 00:26:58.940\nIt's about how to live life and do the best you can and be as perfect as you\n\n567\n00:26:58.940 --> 00:26:59.840\ncan be.\n\n568\n00:26:59.840 --> 00:27:02.640\nAs defined as by you, the be as perfect as you can be.\n\n569\n00:27:02.640 --> 00:27:12.440\nAnd I read that speech again and again and I say, that is my life's blueprint.\n\n570\n00:27:12.440 --> 00:27:15.900\nWe'll be back with the rest of my conversation with Andrew Newey in just a\n\n571\n00:27:15.900 --> 00:27:16.480\nmoment.\n\n572\n00:27:16.480 --> 00:27:20.590\nIf you want to elevate the people on your team, you have to actually care about\n\n573\n00:27:20.590 --> 00:27:21.000\nthem.\n\n574\n00:27:21.000 --> 00:27:24.360\nThat may sound so elementary, but it's so true.\n\n575\n00:27:24.360 --> 00:27:28.550\nIn my conversation with John Calipari, head basketball coach at the University\n\n576\n00:27:28.550 --> 00:27:29.440\nof Kentucky,\n\n577\n00:27:29.440 --> 00:27:32.240\nyou'll hear how he puts the idea into action.\n\n578\n00:27:32.240 --> 00:27:37.600\nLarry Brown told me, if you care about people, you'll always have a job.\n\n579\n00:27:37.600 --> 00:27:41.510\nAnd if they know you care, you can be aggressive, you can coach them as long as\n\n580\n00:27:41.510 --> 00:27:42.400\nthey know you\n\n581\n00:27:42.400 --> 00:27:43.480\ncare.\n\n582\n00:27:43.480 --> 00:27:47.430\nIf you want to elevate your team and help them be at their best, go listen to\n\n583\n00:27:47.430 --> 00:27:48.400\nmy conversation\n\n584\n00:27:48.400 --> 00:27:50.160\nwith Coach Cal.\n\n585\n00:27:50.160 --> 00:27:58.640\nYou know, I'm going to talk about the world 22 here on How Leaders Lead.\n\n586\n00:27:58.640 --> 00:28:00.720\nCould you just tell us about your upbringing?\n\n587\n00:28:00.720 --> 00:28:02.200\nNow, where did you grow up?\n\n588\n00:28:02.200 --> 00:28:06.720\nAnd did you have any real pivot moments in your early days?\n\n589\n00:28:06.720 --> 00:28:08.080\nYou know, thank you for that question.\n\n590\n00:28:08.080 --> 00:28:11.980\nI was born and brought up in India, in the south of India, in a city that was\n\n591\n00:28:11.980 --> 00:28:13.040\ncalled Madras,\n\n592\n00:28:13.040 --> 00:28:14.720\nnow called Chennai.\n\n593\n00:28:14.720 --> 00:28:18.280\nAnd I was born and brought up in a very conservative South Indian family, a\n\n594\n00:28:18.280 --> 00:28:19.880\nvery middle-class family.\n\n595\n00:28:19.880 --> 00:28:25.760\nWe were rich in intellect, we were rich in family connections, being together.\n\n596\n00:28:25.760 --> 00:28:27.480\nWe didn't have much money.\n\n597\n00:28:27.480 --> 00:28:30.600\nBut it didn't matter because we didn't know what having money was.\n\n598\n00:28:30.600 --> 00:28:33.920\nWe were very happy with what we had.\n\n599\n00:28:33.920 --> 00:28:39.640\nWe focused on education, we focused on respecting each other, working hard.\n\n600\n00:28:39.640 --> 00:28:43.500\nAnd my grandfather, my paternal grandfather was a very strong figure in our\n\n601\n00:28:43.500 --> 00:28:44.400\nfamily, always\n\n602\n00:28:44.400 --> 00:28:47.400\nbelieved that it didn't matter if you were a girl or a boy.\n\n603\n00:28:47.400 --> 00:28:52.960\nStudy hard, work hard, and always deliver on what you committed to deliver upon\n\n604\n00:28:52.960 --> 00:28:53.280\n.\n\n605\n00:28:53.280 --> 00:28:56.320\nAnd if you did that, your life is going to be set forever.\n\n606\n00:28:56.320 --> 00:29:00.120\nAnd don't be too ambitious, don't be too political, don't always be thinking\n\n607\n00:29:00.120 --> 00:29:00.360\nabout\n\n608\n00:29:00.360 --> 00:29:02.240\nthe next thing you want to do.\n\n609\n00:29:02.240 --> 00:29:07.480\nJust do what you're given, do it well, and do it better than anybody else can\n\n610\n00:29:07.480 --> 00:29:08.160\ndo it.\n\n611\n00:29:08.160 --> 00:29:11.880\nAnd if you did that, the whole world will sit up and take notice.\n\n612\n00:29:11.880 --> 00:29:14.400\nAnd that's the spirit that he inculcated in us.\n\n613\n00:29:14.400 --> 00:29:16.600\nAnd we didn't even know what having money was.\n\n614\n00:29:16.600 --> 00:29:19.440\nWe were happy with the little we had.\n\n615\n00:29:19.440 --> 00:29:22.920\nBut the family was together, the extended family was together.\n\n616\n00:29:22.920 --> 00:29:25.720\nAnd we just built off of each other and just worked hard.\n\n617\n00:29:25.720 --> 00:29:26.720\nThat's all I know.\n\n618\n00:29:26.720 --> 00:29:30.040\nYeah, well, you know, you have that love and support family.\n\n619\n00:29:30.040 --> 00:29:32.160\nThat's a tremendous blessing.\n\n620\n00:29:32.160 --> 00:29:36.290\nAnd you really don't, even though you're upbringing, you may not be that\n\n621\n00:29:36.290 --> 00:29:37.440\nprivileged.\n\n622\n00:29:37.440 --> 00:29:39.600\nYou've got that support to take you with you.\n\n623\n00:29:39.600 --> 00:29:40.600\nThat's fantastic.\n\n624\n00:29:40.600 --> 00:29:41.840\nWe had a different kind of privilege.\n\n625\n00:29:41.840 --> 00:29:44.040\nWe had the privilege of togetherness.\n\n626\n00:29:44.040 --> 00:29:45.560\nYeah, that's great.\n\n627\n00:29:45.560 --> 00:29:47.080\nThat's a great phrase.\n\n628\n00:29:47.080 --> 00:29:49.880\nAnd I know you were huge into education.\n\n629\n00:29:49.880 --> 00:29:53.760\nYou actually got a bachelor's in physics, chemistry, and mathematics.\n\n630\n00:29:53.760 --> 00:29:57.600\nI mean, you know, what else could you have done, Andrew, with your time there?\n\n631\n00:29:57.600 --> 00:29:58.600\nThat's great.\n\n632\n00:29:58.600 --> 00:30:00.720\nWhat made you want to go get an MBA?\n\n633\n00:30:00.720 --> 00:30:06.680\nWell, I graduated from college when I was 18 years old.\n\n634\n00:30:06.680 --> 00:30:08.480\nAnd I graduated from high school when I was 15.\n\n635\n00:30:08.480 --> 00:30:11.960\nI did three years of college because I skipped a year of college.\n\n636\n00:30:11.960 --> 00:30:16.230\nAnd in India, you go on to graduate school immediately after you graduate from\n\n637\n00:30:16.230 --> 00:30:16.960\ncollege.\n\n638\n00:30:16.960 --> 00:30:21.240\nSo at age 18, I went to graduate school in India and graduated the year 20 and\n\n639\n00:30:21.240 --> 00:30:21.600\nstarted\n\n640\n00:30:21.600 --> 00:30:23.080\nto work.\n\n641\n00:30:23.080 --> 00:30:27.070\nAnd you know, you always want to be an overachiever because everybody around\n\n642\n00:30:27.070 --> 00:30:29.120\nyou is an overachiever.\n\n643\n00:30:29.120 --> 00:30:32.360\nAnd everybody is trying to do their absolute best and move ahead.\n\n644\n00:30:32.360 --> 00:30:36.470\nSo for the sake of your family, for the sake of bringing pride to your parents,\n\n645\n00:30:36.470 --> 00:30:37.000\nwhich is\n\n646\n00:30:37.000 --> 00:30:38.760\nreally what we were all motivated by.\n\n647\n00:30:38.760 --> 00:30:39.920\nIt's interesting.\n\n648\n00:30:39.920 --> 00:30:42.360\nWe weren't doing all this for ourselves.\n\n649\n00:30:42.360 --> 00:30:46.320\nWe wanted everybody to say that the parents have brought you up so well.\n\n650\n00:30:46.320 --> 00:30:50.950\nWe did it because we wanted our parents to feel proud and our family to be\n\n651\n00:30:50.950 --> 00:30:51.440\nviewed as\n\n652\n00:30:51.440 --> 00:30:52.800\nawesome.\n\n653\n00:30:52.800 --> 00:30:56.370\nAnd so we all worked very hard, you know, try to get through school and college\n\n654\n00:30:56.370 --> 00:30:56.800\nquickly\n\n655\n00:30:56.800 --> 00:30:58.680\nand started to work.\n\n656\n00:30:58.680 --> 00:31:02.890\nAnd you know, my first job was with the textile company, had a great time,\n\n657\n00:31:02.890 --> 00:31:04.560\nlearned a lot.\n\n658\n00:31:04.560 --> 00:31:08.600\nThen I was a product manager at Johnson & Johnson for personal products.\n\n659\n00:31:08.600 --> 00:31:13.220\nAt a time when India didn't allow advertising of personal products and it was\n\n660\n00:31:13.220 --> 00:31:14.040\nalways sold\n\n661\n00:31:14.040 --> 00:31:15.560\nfrom under the counter.\n\n662\n00:31:15.560 --> 00:31:20.030\nSo I learned a lot about how to sell a product that couldn't be marketed, that\n\n663\n00:31:20.030 --> 00:31:20.440\ncouldn't be\n\n664\n00:31:20.440 --> 00:31:23.440\ntalked about, but was necessary.\n\n665\n00:31:23.440 --> 00:31:29.400\nAnd in both jobs that I was in, I was stretched beyond my wildest imagination.\n\n666\n00:31:29.400 --> 00:31:32.920\nI had mentors who always told me you can do it.\n\n667\n00:31:32.920 --> 00:31:35.280\nEven when I said, \"Oh my God, I have no idea how to do this.\"\n\n668\n00:31:35.280 --> 00:31:36.520\nThey said, \"You can do it.\n\n669\n00:31:36.520 --> 00:31:38.240\nGo figure it out.\"\n\n670\n00:31:38.240 --> 00:31:40.040\nAnd so I went out and figured it out.\n\n671\n00:31:40.040 --> 00:31:41.520\nI worked my tail off.\n\n672\n00:31:41.520 --> 00:31:45.450\nI never left the office until I figured it out because I never wanted to let\n\n673\n00:31:45.450 --> 00:31:46.200\nthe company\n\n674\n00:31:46.200 --> 00:31:47.200\ndown.\n\n675\n00:31:47.200 --> 00:31:49.280\nI didn't want to let my family down.\n\n676\n00:31:49.280 --> 00:31:51.960\nI didn't want to let myself down.\n\n677\n00:31:51.960 --> 00:31:56.960\nAnd so I accelerated through these two companies and then I realized that I\n\n678\n00:31:56.960 --> 00:31:58.000\nreally had not\n\n679\n00:31:58.000 --> 00:32:02.000\nbeen old enough to get a master's degree when I did.\n\n680\n00:32:02.000 --> 00:32:05.180\nAnd that's when I applied to the Yale School of Management and came to the\n\n681\n00:32:05.180 --> 00:32:05.920\nUnited States\n\n682\n00:32:05.920 --> 00:32:09.280\nto get what I call a real master's degree.\n\n683\n00:32:09.280 --> 00:32:14.860\nWell, that had to be just such a dramatic change to go from India to the United\n\n684\n00:32:14.860 --> 00:32:16.240\nStates.\n\n685\n00:32:16.240 --> 00:32:21.050\nWhat was it like to come into a new culture like that and how did you get acc\n\n686\n00:32:21.050 --> 00:32:22.000\nlimated?\n\n687\n00:32:22.000 --> 00:32:28.500\nThe first thing I tell you, I was shocked, surprised, amazed, worried because I\n\n688\n00:32:28.500 --> 00:32:29.040\ndidn't\n\n689\n00:32:29.040 --> 00:32:34.400\nthink my parents would give me permission to come to the United States alone.\n\n690\n00:32:34.400 --> 00:32:38.040\nThe family background that we had, it was very protective.\n\n691\n00:32:38.040 --> 00:32:43.110\nSo when they agreed to allow me to come to Yale to study, I was like, \"Are you\n\n692\n00:32:43.110 --> 00:32:43.720\nsure?\n\n693\n00:32:43.720 --> 00:32:44.880\nYale's not next door.\n\n694\n00:32:44.880 --> 00:32:46.120\nIt's a new haven, Connecticut.\n\n695\n00:32:46.120 --> 00:32:48.600\nI'm going to be 8,000 miles away from you.\"\n\n696\n00:32:48.600 --> 00:32:50.520\nThey said, \"Look, we trust you.\n\n697\n00:32:50.520 --> 00:32:53.240\nGo ahead and strike out on your own.\"\n\n698\n00:32:53.240 --> 00:32:57.690\nSo I want to first say how grateful I am to my parents for buying me that air\n\n699\n00:32:57.690 --> 00:32:58.360\nticket,\n\n700\n00:32:58.360 --> 00:32:59.360\nputting me on that plane.\n\n701\n00:32:59.360 --> 00:33:02.950\nEven though I had a scholarship and loan, the fact that they allowed me to go\n\n702\n00:33:02.950 --> 00:33:03.440\nwas a big\n\n703\n00:33:03.440 --> 00:33:04.440\ndeal.\n\n704\n00:33:04.440 --> 00:33:07.420\nWhen I came to the United States, first of all, I was lonely like hell because\n\n705\n00:33:07.420 --> 00:33:07.800\nI never\n\n706\n00:33:07.800 --> 00:33:09.960\ntraveled outside the country.\n\n707\n00:33:09.960 --> 00:33:13.040\nAnd it took a while getting used to everything.\n\n708\n00:33:13.040 --> 00:33:14.200\nI was a vegetarian.\n\n709\n00:33:14.200 --> 00:33:17.800\nI didn't know how to get vegetarian food and new haven at that time.\n\n710\n00:33:17.800 --> 00:33:23.770\nAnd Yale at that time in 1978 didn't have a mechanism to integrate\n\n711\n00:33:23.770 --> 00:33:25.200\ninternational students\n\n712\n00:33:25.200 --> 00:33:26.200\neasily.\n\n713\n00:33:26.200 --> 00:33:30.400\nNow it's fantastic, but then it wasn't that systematized.\n\n714\n00:33:30.400 --> 00:33:33.440\nYou know, the first couple of weeks were dreadful.\n\n715\n00:33:33.440 --> 00:33:35.680\nI wanted to hop on the plane and go back.\n\n716\n00:33:35.680 --> 00:33:37.240\nI didn't know what to do.\n\n717\n00:33:37.240 --> 00:33:38.400\nBut you know what?\n\n718\n00:33:38.400 --> 00:33:43.880\nLittle by little, the other students at Yale reached out, a host family reached\n\n719\n00:33:43.880 --> 00:33:44.440\nout.\n\n720\n00:33:44.440 --> 00:33:48.390\nOther international students got together and built ourselves a little\n\n721\n00:33:48.390 --> 00:33:49.240\necosystem.\n\n722\n00:33:49.240 --> 00:33:54.240\nAnd before the month was done, I was as American as the others.\n\n723\n00:33:54.240 --> 00:33:57.760\nAnd this is the amazing thing about the United States.\n\n724\n00:33:57.760 --> 00:34:03.040\nHow we reach out and embrace people who are completely different than us.\n\n725\n00:34:03.040 --> 00:34:06.440\nAnd I tell you, that was just a wonderful, wonderful time.\n\n726\n00:34:06.440 --> 00:34:08.720\nAnd I never looked back from those days.\n\n727\n00:34:08.720 --> 00:34:10.950\nYou know how you were talking about how your parents gave the opportunity to\n\n728\n00:34:10.950 --> 00:34:11.280\ncome to the\n\n729\n00:34:11.280 --> 00:34:13.440\nUnited States and you could possibly strike out?\n\n730\n00:34:13.440 --> 00:34:15.040\nThat's a baseball metaphor.\n\n731\n00:34:15.040 --> 00:34:18.920\nI happen to know you are an incredible baseball fan.\n\n732\n00:34:18.920 --> 00:34:19.920\nNow how did that happen?\n\n733\n00:34:19.920 --> 00:34:22.160\nWell, you see, I used to play cricket when I was in India.\n\n734\n00:34:22.160 --> 00:34:23.720\nIt was a bat and ball sport.\n\n735\n00:34:23.720 --> 00:34:28.930\nAnd when I landed in the United States, I had to be involved or learn or watch\n\n736\n00:34:28.930 --> 00:34:29.400\na bat\n\n737\n00:34:29.400 --> 00:34:30.760\nand ball sport.\n\n738\n00:34:30.760 --> 00:34:35.900\nAnd this was 1978, the big year that, remember, the Yankees being 14 games\n\n739\n00:34:35.900 --> 00:34:36.840\nbehind the red\n\n740\n00:34:36.840 --> 00:34:41.240\nsocks and then catching up in the big, bucky, dead game.\n\n741\n00:34:41.240 --> 00:34:43.200\nThen they went on to win the World Series.\n\n742\n00:34:43.200 --> 00:34:46.640\nSo I sat there in the dorm room, in the common room.\n\n743\n00:34:46.640 --> 00:34:49.440\nAnd the other kids explained baseball to me.\n\n744\n00:34:49.440 --> 00:34:51.760\nAnd I fell in love with the New York Yankees.\n\n745\n00:34:51.760 --> 00:34:54.000\nI didn't fall in love with baseball as a whole.\n\n746\n00:34:54.000 --> 00:34:55.600\nI fell in love with the Yankees.\n\n747\n00:34:55.600 --> 00:34:59.800\nAnd that love affair with the Yankees has not died even today.\n\n748\n00:34:59.800 --> 00:35:04.240\nAnd since then, I've been a die-hard Yankees fan through thick and thin.\n\n749\n00:35:04.240 --> 00:35:08.120\nAnd I follow them all the time and they're in my blood.\n\n750\n00:35:08.120 --> 00:35:10.520\nAnd I love, love, love watching them play.\n\n751\n00:35:10.520 --> 00:35:14.780\nNow after you got your NBA at Yale, you started out in the consulting world at\n\n752\n00:35:14.780 --> 00:35:15.880\nBoston Consulting\n\n753\n00:35:15.880 --> 00:35:16.880\nGroup.\n\n754\n00:35:16.880 --> 00:35:20.880\nWhat were your key learnings from going into an environment like that?\n\n755\n00:35:20.880 --> 00:35:25.600\nObviously, a lot of high-powered IQ points in that company.\n\n756\n00:35:25.600 --> 00:35:28.950\nGetting into consulting was considered sort of a feather in people's cap\n\n757\n00:35:28.950 --> 00:35:29.600\nbecause it was\n\n758\n00:35:29.600 --> 00:35:33.120\nso hard to get into a Boston Consulting Group or a McKinsey or a Booz Allen in\n\n759\n00:35:33.120 --> 00:35:33.520\nthose\n\n760\n00:35:33.520 --> 00:35:34.520\ndays.\n\n761\n00:35:34.520 --> 00:35:37.360\nAnd everybody interviewed and very few got in.\n\n762\n00:35:37.360 --> 00:35:42.850\nAnd so I was scared to even interview because I had no idea where that'd get in\n\n763\n00:35:42.850 --> 00:35:43.040\n.\n\n764\n00:35:43.040 --> 00:35:45.840\nBut you go through these seven, eight, ten interviews.\n\n765\n00:35:45.840 --> 00:35:47.600\nEach one is a case study.\n\n766\n00:35:47.600 --> 00:35:51.400\nAnd I got through the system and I joined Boston Consulting Group.\n\n767\n00:35:51.400 --> 00:35:56.570\nAnd I must tell you, in my six and a half years at BCG, I probably learned the\n\n768\n00:35:56.570 --> 00:35:57.480\nequivalent\n\n769\n00:35:57.480 --> 00:36:03.030\nof 15 years in a regular corporate job because I learned multiple industries,\n\n770\n00:36:03.030 --> 00:36:05.120\nmultiple issues,\n\n771\n00:36:05.120 --> 00:36:09.440\ndealt with multiple levels of the client, dealt with strategy issues at the 25,\n\n772\n00:36:09.440 --> 00:36:10.160\n000 foot\n\n773\n00:36:10.160 --> 00:36:15.540\nlevel and operating issues at the ground level, dealt with friendly clients and\n\n774\n00:36:15.540 --> 00:36:17.240\nhostile clients.\n\n775\n00:36:17.240 --> 00:36:20.520\nSo it was sort of indoctrination by fire David.\n\n776\n00:36:20.520 --> 00:36:26.060\nAnd working with a group of consultants who are so smart and so brilliant, sort\n\n777\n00:36:26.060 --> 00:36:26.880\nof raised\n\n778\n00:36:26.880 --> 00:36:28.440\nyour game.\n\n779\n00:36:28.440 --> 00:36:32.720\nAnd the time that I was at BCG was invaluable.\n\n780\n00:36:32.720 --> 00:36:37.270\nAnd I think I learned so much in such a short period that I wouldn't trade that\n\n781\n00:36:37.270 --> 00:36:38.120\nexperience\n\n782\n00:36:38.120 --> 00:36:39.480\nfor anything in the world.\n\n783\n00:36:39.480 --> 00:36:42.630\nFrom that, what did you really glean in terms of what a consultant should\n\n784\n00:36:42.630 --> 00:36:43.400\nreally provide\n\n785\n00:36:43.400 --> 00:36:44.960\na client?\n\n786\n00:36:44.960 --> 00:36:49.870\nThe first thing, a consultant is not brought in because of the knowledge of the\n\n787\n00:36:49.870 --> 00:36:50.920\nindustry.\n\n788\n00:36:50.920 --> 00:36:54.760\nThey're not brought in just because they're objective because you can ask any\n\n789\n00:36:54.760 --> 00:36:55.200\nman on the\n\n790\n00:36:55.200 --> 00:36:59.040\nroad or woman on the road and they'll give you an objective perspective.\n\n791\n00:36:59.040 --> 00:37:03.480\nConsultants are brought in to provide frameworks, provide you a way of thinking\n\n792\n00:37:03.480 --> 00:37:04.360\n, provide the\n\n793\n00:37:04.360 --> 00:37:11.840\ncompany a framework that challenges status quo in the company or reaffirms the\n\n794\n00:37:11.840 --> 00:37:12.480\nway things\n\n795\n00:37:12.480 --> 00:37:14.160\nare being done in the company.\n\n796\n00:37:14.160 --> 00:37:18.640\nToo often we think the consultancy expert is going to give us the answer.\n\n797\n00:37:18.640 --> 00:37:24.730\nWhat I learned in my consulting time is how do you develop frameworks to help\n\n798\n00:37:24.730 --> 00:37:25.040\ncompanies\n\n799\n00:37:25.040 --> 00:37:26.640\ngo through a thought process?\n\n800\n00:37:26.640 --> 00:37:31.160\nAnd that framework was developed based on a rich understanding of the firm\n\n801\n00:37:31.160 --> 00:37:32.040\nitself based\n\n802\n00:37:32.040 --> 00:37:34.000\non all the work they've done.\n\n803\n00:37:34.000 --> 00:37:37.030\nBut my own understanding based on the work that I had done and I watched my\n\n804\n00:37:37.030 --> 00:37:37.680\ntime through\n\n805\n00:37:37.680 --> 00:37:42.800\nBCG, my frameworks got more rigorous, more well thought through, more client\n\n806\n00:37:42.800 --> 00:37:43.880\nsensitive.\n\n807\n00:37:43.880 --> 00:37:44.880\nThat's great.\n\n808\n00:37:44.880 --> 00:37:49.290\nWhen you came to PepsiCo, you hit the ground running and you quickly became the\n\n809\n00:37:49.290 --> 00:37:49.800\nCFO.\n\n810\n00:37:49.800 --> 00:37:54.160\nI don't think many people really recognize this, but you were really the\n\n811\n00:37:54.160 --> 00:37:55.040\narchitect of\n\n812\n00:37:55.040 --> 00:38:01.720\nspinning off pizza and Taco Bell and KFC, which I had the privilege of running.\n\n813\n00:38:01.720 --> 00:38:06.320\nPepsiCo at the time had those three divisions plus free to lay and Pepsi.\n\n814\n00:38:06.320 --> 00:38:11.360\nThat was a huge decision and you convinced Roger and Rico, who was the CEO at\n\n815\n00:38:11.360 --> 00:38:12.200\nthat time,\n\n816\n00:38:12.200 --> 00:38:15.480\nhow to do it and you had to convince a lot of other people that this made sense\n\n817\n00:38:15.480 --> 00:38:15.680\n.\n\n818\n00:38:15.680 --> 00:38:17.400\nHow did you go through that process?\n\n819\n00:38:17.400 --> 00:38:22.460\nAgain, it comes back to this notion of don't just start with the predetermined\n\n820\n00:38:22.460 --> 00:38:23.320\nconclusion\n\n821\n00:38:23.320 --> 00:38:25.520\nthat the restaurants had to be spun off.\n\n822\n00:38:25.520 --> 00:38:29.000\nWe knew that the restaurant operating system was very different.\n\n823\n00:38:29.000 --> 00:38:33.280\nAnd as you remember, David, you and I worked very closely together.\n\n824\n00:38:33.280 --> 00:38:36.520\nThe restaurant operating system was different in many ways.\n\n825\n00:38:36.520 --> 00:38:39.820\nWhat we were doing was we were trying to move it to a packaged goods culture,\n\n826\n00:38:39.820 --> 00:38:40.400\neven though\n\n827\n00:38:40.400 --> 00:38:42.440\nit was a service business.\n\n828\n00:38:42.440 --> 00:38:47.200\nAnd it was two operating systems that co-existent this PepsiCo system.\n\n829\n00:38:47.200 --> 00:38:50.490\nSo the first thing we had to do was rather than just say, we ought to spin out\n\n830\n00:38:50.490 --> 00:38:51.920\nthe restaurants,\n\n831\n00:38:51.920 --> 00:38:55.280\nunderstand the restaurant business, understand what's the future of the\n\n832\n00:38:55.280 --> 00:38:56.600\nrestaurant business,\n\n833\n00:38:56.600 --> 00:39:00.710\nwhat's needed to be successful in the restaurant business, why can't PepsiCo be\n\n834\n00:39:00.710 --> 00:39:01.440\nsuccessful\n\n835\n00:39:01.440 --> 00:39:02.640\nin the business?\n\n836\n00:39:02.640 --> 00:39:07.280\nAnd we had to do that deep analysis so that we could convince people on facts,\n\n837\n00:39:07.280 --> 00:39:07.560\nnot on\n\n838\n00:39:07.560 --> 00:39:11.800\nemotion, because analysts at that time were saying, just spin it off.\n\n839\n00:39:11.800 --> 00:39:12.800\nBut you know what?\n\n840\n00:39:12.800 --> 00:39:16.610\nYou don't give away one of your children because the restaurant's business was\n\n841\n00:39:16.610 --> 00:39:17.040\ngrown\n\n842\n00:39:17.040 --> 00:39:21.020\nin PepsiCo and everybody in restaurants where PepsiCo people that we all loved\n\n843\n00:39:21.020 --> 00:39:21.600\nhad great\n\n844\n00:39:21.600 --> 00:39:23.240\nrelationships with.\n\n845\n00:39:23.240 --> 00:39:27.790\nSo in order to come up with any decision regarding restaurants, whether to keep\n\n846\n00:39:27.790 --> 00:39:28.440\nit, improve its\n\n847\n00:39:28.440 --> 00:39:32.660\nperformance, operate it differently or spin it out, we had to understand the\n\n848\n00:39:32.660 --> 00:39:34.360\nbusiness cold.\n\n849\n00:39:34.360 --> 00:39:41.050\nSo for six months in a very small circle, we embarked on a very deep strategic\n\n850\n00:39:41.050 --> 00:39:41.960\nanalysis\n\n851\n00:39:41.960 --> 00:39:43.760\nof the QSR industry.\n\n852\n00:39:43.760 --> 00:39:44.760\nWhat was going on?\n\n853\n00:39:44.760 --> 00:39:45.840\nWhat are the trends?\n\n854\n00:39:45.840 --> 00:39:52.160\nHow is this whole new build versus franchise versus operating by the company?\n\n855\n00:39:52.160 --> 00:39:54.000\nHow is that model changing?\n\n856\n00:39:54.000 --> 00:39:56.360\nHow are the economics of restaurant management changing?\n\n857\n00:39:56.360 --> 00:39:59.120\nWhat kind of people should be in restaurants?\n\n858\n00:39:59.120 --> 00:40:03.620\nAnd again, using the consulting analogy, visited restaurants, spoke to owners,\n\n859\n00:40:03.620 --> 00:40:04.040\nspoke\n\n860\n00:40:04.040 --> 00:40:09.880\nto franchisees, watched franchisees at work as opposed to company people at\n\n861\n00:40:09.880 --> 00:40:10.360\nwork.\n\n862\n00:40:10.360 --> 00:40:15.150\nYou know, understood the business ground up, understood the economics,\n\n863\n00:40:15.150 --> 00:40:16.200\nunderstood the future\n\n864\n00:40:16.200 --> 00:40:17.200\ncold.\n\n865\n00:40:17.200 --> 00:40:22.440\nAnd it led us to the conclusion that not to spin out the restaurant, that's not\n\n866\n00:40:22.440 --> 00:40:23.000\nthe word\n\n867\n00:40:23.000 --> 00:40:24.000\nI would use.\n\n868\n00:40:24.000 --> 00:40:28.840\nI say we decided to unfetter the restaurant business from the rest of PepsiCo.\n\n869\n00:40:28.840 --> 00:40:33.670\nPretty important because it was a wonderful business, but it was in fact\n\n870\n00:40:33.670 --> 00:40:34.280\nprisoner to the\n\n871\n00:40:34.280 --> 00:40:36.640\npackaged goods culture.\n\n872\n00:40:36.640 --> 00:40:39.950\nAnd when we unfettered the restaurant from the packaged goods culture and\n\n873\n00:40:39.950 --> 00:40:40.560\nallowed you\n\n874\n00:40:40.560 --> 00:40:45.920\nto be who you were and put the right leadership, i.e. you, all of a sudden the\n\n875\n00:40:45.920 --> 00:40:47.280\ncompany thrived\n\n876\n00:40:47.280 --> 00:40:52.760\nbecause you enhanced that service culture, you enhanced the operating model and\n\n877\n00:40:52.760 --> 00:40:53.080\nit was\n\n878\n00:40:53.080 --> 00:40:57.980\none of the best performing stocks and enhanced the shareholder value of\n\n879\n00:40:57.980 --> 00:40:58.840\nexisting PepsiCo\n\n880\n00:40:58.840 --> 00:41:01.920\nshareholders and all the new Yum shareholders that came in.\n\n881\n00:41:01.920 --> 00:41:03.800\nSo I think it was a big win-win.\n\n882\n00:41:03.800 --> 00:41:04.800\nAbsolutely.\n\n883\n00:41:04.800 --> 00:41:06.480\nAnd I thank you very much for it.\n\n884\n00:41:06.480 --> 00:41:08.560\nI had the time of my life building that company.\n\n885\n00:41:08.560 --> 00:41:09.560\nIt's great.\n\n886\n00:41:09.560 --> 00:41:13.520\nWhat anxieties did you have personally as a leader stepping into a role like\n\n887\n00:41:13.520 --> 00:41:14.040\nthat?\n\n888\n00:41:14.040 --> 00:41:21.200\nYou see, the period from 2001 to 2006 was the glory days of the CPG world.\n\n889\n00:41:21.200 --> 00:41:24.520\nWalmart was growing in leaps and bounds.\n\n890\n00:41:24.520 --> 00:41:27.200\nThe developed world was doing very well.\n\n891\n00:41:27.200 --> 00:41:29.200\nEmerging markets were only then emerging.\n\n892\n00:41:29.200 --> 00:41:32.080\nChina, India were just emerging.\n\n893\n00:41:32.080 --> 00:41:36.680\nBut it was a glorious time where everything was coming up roses.\n\n894\n00:41:36.680 --> 00:41:41.680\nYet, as I looked at the economy, as I looked at the trends, I realized that we\n\n895\n00:41:41.680 --> 00:41:42.280\nwere in\n\n896\n00:41:42.280 --> 00:41:43.520\nfor rocky times.\n\n897\n00:41:43.520 --> 00:41:46.000\nI saw Walmart slowing down in growth.\n\n898\n00:41:46.000 --> 00:41:50.520\nI saw a looming financial crisis because of the excessive leverage in the\n\n899\n00:41:50.520 --> 00:41:51.280\nsystem.\n\n900\n00:41:51.280 --> 00:41:56.400\nI saw tremendous growth in the emerging markets where we were underrepresented.\n\n901\n00:41:56.400 --> 00:42:00.150\nSo I'm sitting here going, \"How are we going to navigate as a company through\n\n902\n00:42:00.150 --> 00:42:00.520\nall these\n\n903\n00:42:00.520 --> 00:42:02.200\nchanges?\"\n\n904\n00:42:02.200 --> 00:42:06.130\nAnd while we had to deal with all these external changes, internally in the\n\n905\n00:42:06.130 --> 00:42:07.480\ncompany, our bottling\n\n906\n00:42:07.480 --> 00:42:11.360\nsystem was behaving in interesting ways.\n\n907\n00:42:11.360 --> 00:42:14.160\nWe had to address that.\n\n908\n00:42:14.160 --> 00:42:18.540\nWe had to figure out how to do all this without having the investors say, \"Hey,\n\n909\n00:42:18.540 --> 00:42:19.240\nwhy aren't\n\n910\n00:42:19.240 --> 00:42:23.040\nyou delivering the kind of returns that we expect from PepsiCo?\"\n\n911\n00:42:23.040 --> 00:42:25.680\nSo there was a lot of anxiety when I took over.\n\n912\n00:42:25.680 --> 00:42:29.120\nAnd I realized that I could have all the anxieties inside.\n\n913\n00:42:29.120 --> 00:42:36.020\nBut to the company, I had to project confidence, optimism, a can-do spirit, and\n\n914\n00:42:36.020 --> 00:42:38.040\na must-do resolve.\n\n915\n00:42:38.040 --> 00:42:41.760\nSo it was tough times, I must say.\n\n916\n00:42:41.760 --> 00:42:45.830\nWhen you have this macro environment that's right out there and you're the CEO\n\n917\n00:42:45.830 --> 00:42:46.280\nand you\n\n918\n00:42:46.280 --> 00:42:50.950\nwant to project this, did you have any tricks that you would use to get\n\n919\n00:42:50.950 --> 00:42:52.360\nyourself all ready\n\n920\n00:42:52.360 --> 00:42:55.840\nto go to project what you had to project as a leader even though you had some\n\n921\n00:42:55.840 --> 00:42:56.360\nof these\n\n922\n00:42:56.360 --> 00:42:57.360\nconcerns?\n\n923\n00:42:57.360 --> 00:43:02.800\nWell, the one thing I've learned is don't lie to the people.\n\n924\n00:43:02.800 --> 00:43:06.800\nDon't tell your people one thing when the reality is something different.\n\n925\n00:43:06.800 --> 00:43:10.920\nSo I confronted the truth with my people and said, \"Hey, this is the nature of\n\n926\n00:43:10.920 --> 00:43:11.640\nthe environment\n\n927\n00:43:11.640 --> 00:43:12.640\nin front of us.\n\n928\n00:43:12.640 --> 00:43:15.840\nLet's all make sure we all understand it together because we're going to have\n\n929\n00:43:15.840 --> 00:43:16.440\nto navigate it\n\n930\n00:43:16.440 --> 00:43:17.440\ntogether.\n\n931\n00:43:17.440 --> 00:43:20.480\nBut it's not enough to tell them what the environment is going to look like.\n\n932\n00:43:20.480 --> 00:43:25.000\nI also had to tell them exactly what we were going to do.\n\n933\n00:43:25.000 --> 00:43:29.240\nWhat we were going to do in the short term, medium term, and long term.\n\n934\n00:43:29.240 --> 00:43:32.480\nI told them in the short term what they needed to do just to keep the\n\n935\n00:43:32.480 --> 00:43:33.680\nperformance going.\n\n936\n00:43:33.680 --> 00:43:37.320\nIn the medium term, what kind of acquisitions we were going to make to bolster\n\n937\n00:43:37.320 --> 00:43:37.880\nthe company's\n\n938\n00:43:37.880 --> 00:43:43.420\nportfolio in emerging and developing markets and for the long term, what were\n\n939\n00:43:43.420 --> 00:43:44.040\nwe going\n\n940\n00:43:44.040 --> 00:43:49.020\nto do today to invest in R&D, to start the portfolio transformation, to put in\n\n941\n00:43:49.020 --> 00:43:49.480\nplace\n\n942\n00:43:49.480 --> 00:43:54.980\nmultiple initiatives which will not pay out today but require investment today\n\n943\n00:43:54.980 --> 00:43:55.160\nto pay\n\n944\n00:43:55.160 --> 00:43:56.800\nout in the long term?\"\n\n945\n00:43:56.800 --> 00:44:00.150\nNow I was scared, David, because I didn't know whether people would subscribe\n\n946\n00:44:00.150 --> 00:44:01.680\nto this.\n\n947\n00:44:01.680 --> 00:44:05.280\nWhat surprised me the most was they did.\n\n948\n00:44:05.280 --> 00:44:08.890\nThey were in fact relieved that that's what we were going to do because we're\n\n949\n00:44:08.890 --> 00:44:09.560\nall seeing\n\n950\n00:44:09.560 --> 00:44:10.560\nthe trends.\n\n951\n00:44:10.560 --> 00:44:11.560\nThey were just happy-\n\n952\n00:44:11.560 --> 00:44:12.560\nRight.\n\n953\n00:44:12.560 --> 00:44:15.000\nI knew you didn't have your head in the sand and that you got it and then that\n\n954\n00:44:15.000 --> 00:44:15.480\ngave them\n\n955\n00:44:15.480 --> 00:44:19.000\nconfidence that you could go into the future together.\n\n956\n00:44:19.000 --> 00:44:23.530\nYou know, Andrew, one of the things that you really espouses, the importance of\n\n957\n00:44:23.530 --> 00:44:24.400\ncorporations\n\n958\n00:44:24.400 --> 00:44:30.080\nmaking a difference in the world and that we can really do that.\n\n959\n00:44:30.080 --> 00:44:34.220\nAnd you really embarked on for a number of years this whole idea of performance\n\n960\n00:44:34.220 --> 00:44:34.560\nwith\n\n961\n00:44:34.560 --> 00:44:35.760\npurpose.\n\n962\n00:44:35.760 --> 00:44:39.880\nWhat do you mean by that and how did you get to that?\n\n963\n00:44:39.880 --> 00:44:47.640\nI've, performance of purpose has been the driving principle of this company.\n\n964\n00:44:47.640 --> 00:44:50.570\nAnd I tell you, it's a profound set of words because initially people would say\n\n965\n00:44:50.570 --> 00:44:50.960\n, \"Oh, this\n\n966\n00:44:50.960 --> 00:44:53.920\nis about corporate social responsibility.\n\n967\n00:44:53.920 --> 00:44:55.000\nIt's not.\"\n\n968\n00:44:55.000 --> 00:44:58.840\nBecause CSR by itself is, \"How do you spend the money you make?\n\n969\n00:44:58.840 --> 00:45:01.920\nYou know, where do you give to some charitable causes?\"\n\n970\n00:45:01.920 --> 00:45:06.330\nTo me, performance of purpose was, \"How do you drive performance with the\n\n971\n00:45:06.330 --> 00:45:07.040\ndeliberate\n\n972\n00:45:07.040 --> 00:45:11.000\nsense of purpose which enhances the delivery of performance?\"\n\n973\n00:45:11.000 --> 00:45:12.960\nSo it was a virtuous circle.\n\n974\n00:45:12.960 --> 00:45:15.680\nAnd purpose in my mind had three elements to it.\n\n975\n00:45:15.680 --> 00:45:18.800\nThe first was human sustainability.\n\n976\n00:45:18.800 --> 00:45:21.880\nHow do you transform this product portfolio?\n\n977\n00:45:21.880 --> 00:45:27.400\nSo going into the future, it was future-proofed and kept growing.\n\n978\n00:45:27.400 --> 00:45:29.880\nThe second part was environmental sustainability.\n\n979\n00:45:29.880 --> 00:45:34.280\nHow do you make sure that you reduce your carbon footprint, reduce water usage?\n\n980\n00:45:34.280 --> 00:45:39.760\nBecause if you did that, your lower costs and societies give you a license to\n\n981\n00:45:39.760 --> 00:45:40.600\noperate.\n\n982\n00:45:40.600 --> 00:45:44.640\nBecause if you use a lot of water and your plant is in a water distressed area,\n\n983\n00:45:44.640 --> 00:45:44.840\npeople\n\n984\n00:45:44.840 --> 00:45:45.840\nwill throw you out.\n\n985\n00:45:45.840 --> 00:45:48.640\nAnd the third part was talent sustainability.\n\n986\n00:45:48.640 --> 00:45:51.460\nHow do you make sure you have an environment where you bring the best and\n\n987\n00:45:51.460 --> 00:45:52.200\nbrightest into\n\n988\n00:45:52.200 --> 00:45:53.300\nPepsiCo?\n\n989\n00:45:53.300 --> 00:45:57.440\nAnd simply put, you cannot deliver performance unless you transform the product\n\n990\n00:45:57.440 --> 00:45:58.040\nportfolio\n\n991\n00:45:58.040 --> 00:46:00.500\nbecause the consumer was changing.\n\n992\n00:46:00.500 --> 00:46:03.710\nIf you don't get a license to operate from society, which is part of\n\n993\n00:46:03.710 --> 00:46:05.560\nenvironmental sustainability,\n\n994\n00:46:05.560 --> 00:46:07.580\nyou can't deliver performance.\n\n995\n00:46:07.580 --> 00:46:11.060\nAnd if you don't have great people, you can't deliver performance.\n\n996\n00:46:11.060 --> 00:46:16.590\nSo to me, profits, product, planet and people is what the ecosystem is all\n\n997\n00:46:16.590 --> 00:46:17.380\nabout.\n\n998\n00:46:17.380 --> 00:46:18.420\nAnd why did I do it?\n\n999\n00:46:18.420 --> 00:46:22.780\nI honestly believe companies are like little republics.\n\n1000\n00:46:22.780 --> 00:46:27.460\nAnd given our market cap, we are the 37th largest country in the world.\n\n1001\n00:46:27.460 --> 00:46:31.300\nAnd we are a company which has global governance.\n\n1002\n00:46:31.300 --> 00:46:33.300\nAnd countries don't have global governance.\n\n1003\n00:46:33.300 --> 00:46:35.060\nThey have country governance.\n\n1004\n00:46:35.060 --> 00:46:37.940\nSo we can actually lift and shift best practices.\n\n1005\n00:46:37.940 --> 00:46:43.500\nWe can leverage our powerful distribution systems, do so much to help countries\n\n1006\n00:46:43.500 --> 00:46:44.020\naround\n\n1007\n00:46:44.020 --> 00:46:49.060\nthe world to address their issues, which in turn creates more consumers for our\n\n1008\n00:46:49.060 --> 00:46:49.980\nproducts.\n\n1009\n00:46:49.980 --> 00:46:54.520\nSo I honestly believe that if we wanted to be the good company, good\n\n1010\n00:46:54.520 --> 00:46:55.300\ncommercially, good\n\n1011\n00:46:55.300 --> 00:47:02.450\nethically, we had to embrace performance with purpose in order to do our duty\n\n1012\n00:47:02.450 --> 00:47:03.300\nas a responsible\n\n1013\n00:47:03.300 --> 00:47:06.660\nmultinational in every country in which we operated.\n\n1014\n00:47:06.660 --> 00:47:11.140\nAnd I felt that that was the only way corporations should behave.\n\n1015\n00:47:11.140 --> 00:47:14.500\nAnd that's why performance with purpose was born in 2006.\n\n1016\n00:47:14.500 --> 00:47:16.740\nIt has sustained even today.\n\n1017\n00:47:16.740 --> 00:47:20.110\nAnd if you ask anybody in PepsiCo, they'll tell you that's why they're still at\n\n1018\n00:47:20.110 --> 00:47:20.780\nPepsiCo.\n\n1019\n00:47:20.780 --> 00:47:21.780\nThat's great.\n\n1020\n00:47:21.780 --> 00:47:24.900\nAnd I think that people don't want to go to work every day to be a part of\n\n1021\n00:47:24.900 --> 00:47:26.620\nsomething mediocre.\n\n1022\n00:47:26.620 --> 00:47:30.810\nThey want to go to work every day to be a part of something they're proud of\n\n1023\n00:47:30.810 --> 00:47:31.460\nand really\n\n1024\n00:47:31.460 --> 00:47:32.780\nwork on greatness.\n\n1025\n00:47:32.780 --> 00:47:36.460\nAnd I think that's a very aspirational vision for your company.\n\n1026\n00:47:36.460 --> 00:47:40.340\nNow, I know along the way you developed a framework.\n\n1027\n00:47:40.340 --> 00:47:44.040\nOne of the frameworks that you learned maybe from your consulting days or the\n\n1028\n00:47:44.040 --> 00:47:44.740\nimportance\n\n1029\n00:47:44.740 --> 00:47:48.950\nof the framework where you decide to categorize PepsiCo products is fun for you\n\n1030\n00:47:48.950 --> 00:47:49.740\n, better for\n\n1031\n00:47:49.740 --> 00:47:51.860\nyou and good for you.\n\n1032\n00:47:51.860 --> 00:47:56.020\nAnd this put each of the products into one of those buckets.\n\n1033\n00:47:56.020 --> 00:47:59.340\nNow, what was your thinking behind that?\n\n1034\n00:47:59.340 --> 00:48:03.940\nThe product portfolio is so broad and so diverse.\n\n1035\n00:48:03.940 --> 00:48:09.020\nAnd I felt that PepsiCo sometimes is viewed as a soda and chips company.\n\n1036\n00:48:09.020 --> 00:48:12.900\nWhen in reality, we had a wide variety of products.\n\n1037\n00:48:12.900 --> 00:48:16.140\nThe good for you products were products with positive nutrition, products with\n\n1038\n00:48:16.140 --> 00:48:16.500\ngrains,\n\n1039\n00:48:16.500 --> 00:48:20.860\nfruit and vegetable, protein, sports, nutrition.\n\n1040\n00:48:20.860 --> 00:48:22.620\nThat's what we call good for you.\n\n1041\n00:48:22.620 --> 00:48:28.660\nA fun for you on the other hand was your sodas, full sugar sodas, your laze,\n\n1042\n00:48:28.660 --> 00:48:29.660\nDoritos, all\n\n1043\n00:48:29.660 --> 00:48:31.220\nof that was your fun for you products.\n\n1044\n00:48:31.220 --> 00:48:35.240\nWhen you had a diet product, which was a soda with zero calorie, that was a\n\n1045\n00:48:35.240 --> 00:48:36.020\nbetter for you\n\n1046\n00:48:36.020 --> 00:48:37.380\nproduct.\n\n1047\n00:48:37.380 --> 00:48:42.800\nAnd so our goal was invest in all three, but dial up the better for you and\n\n1048\n00:48:42.800 --> 00:48:44.660\ngood for you.\n\n1049\n00:48:44.660 --> 00:48:48.660\nNow we're not thinking as evolved, David, in the better for you category.\n\n1050\n00:48:48.660 --> 00:48:52.980\nEarlier, better for you was versus the fun for you.\n\n1051\n00:48:52.980 --> 00:48:55.900\nSo if it was a zero calorie product, it was better for you.\n\n1052\n00:48:55.900 --> 00:48:58.140\nIf it had reduced sugar, it was better for you.\n\n1053\n00:48:58.140 --> 00:49:01.940\nBut it was always relative to the fun for you.\n\n1054\n00:49:01.940 --> 00:49:07.620\nRecently, though, we've said, let's make the definition more science based and\n\n1055\n00:49:07.620 --> 00:49:09.940\nuse externally\n\n1056\n00:49:09.940 --> 00:49:12.140\ndeveloped criteria.\n\n1057\n00:49:12.140 --> 00:49:18.050\nSo externally, they say products which have so much saturated fat is considered\n\n1058\n00:49:18.050 --> 00:49:19.460\nall right.\n\n1059\n00:49:19.460 --> 00:49:22.820\nProducts with this level of sodium is okay.\n\n1060\n00:49:22.820 --> 00:49:25.820\nProducts with this level of sugar is okay to consume.\n\n1061\n00:49:25.820 --> 00:49:31.980\nThen we use those criteria to define what we call our guilt free portfolio,\n\n1062\n00:49:31.980 --> 00:49:32.980\nwhich include\n\n1063\n00:49:32.980 --> 00:49:37.220\nproducts with positive nutrition like Quaker roads and Tropicana juice and\n\n1064\n00:49:37.220 --> 00:49:37.980\nproducts that\n\n1065\n00:49:37.980 --> 00:49:43.050\nscientific authorities like the WHO, the Institute of Medicine have deemed\n\n1066\n00:49:43.050 --> 00:49:44.060\nadequate levels or\n\n1067\n00:49:44.060 --> 00:49:48.100\nacceptable levels of sugar, fat, and salt.\n\n1068\n00:49:48.100 --> 00:49:51.900\nAnd so we've now defined the portfolio in a broader way.\n\n1069\n00:49:51.900 --> 00:49:56.010\nAnd we are working the whole portfolio to move more and more from fun for you\n\n1070\n00:49:56.010 --> 00:49:56.620\nto guilt free\n\n1071\n00:49:56.620 --> 00:49:57.860\nproducts.\n\n1072\n00:49:57.860 --> 00:49:59.860\nAnd the idea is enjoy our products.\n\n1073\n00:49:59.860 --> 00:50:00.860\nAbsolutely.\n\n1074\n00:50:00.860 --> 00:50:04.940\nYou make great tasting food in all different venues, which is fantastic.\n\n1075\n00:50:04.940 --> 00:50:08.840\nI know, though, one of the challenges you had when you went for this\n\n1076\n00:50:08.840 --> 00:50:09.980\ntransformation is\n\n1077\n00:50:09.980 --> 00:50:14.910\nyou've got Pepsi and Lays potato chips and Doritos, which are the fun for you\n\n1078\n00:50:14.910 --> 00:50:16.060\nproducts.\n\n1079\n00:50:16.060 --> 00:50:19.500\nAs you're trying to transform the company, move into the better for you or the\n\n1080\n00:50:19.500 --> 00:50:19.940\narea where\n\n1081\n00:50:19.940 --> 00:50:23.900\nyou know the consumers going, you had a lot of people saying, \"Hey, don't you\n\n1082\n00:50:23.900 --> 00:50:24.220\nbelieve\n\n1083\n00:50:24.220 --> 00:50:26.100\nin our core products?\"\n\n1084\n00:50:26.100 --> 00:50:27.540\nAnd how did you handle that?\n\n1085\n00:50:27.540 --> 00:50:32.370\nOh boy, that was a tough times, David, because I'm a full sugar Pepsi drinker\n\n1086\n00:50:32.370 --> 00:50:32.900\nand I eat a\n\n1087\n00:50:32.900 --> 00:50:34.740\nbag of Lays every day.\n\n1088\n00:50:34.740 --> 00:50:37.420\nSo I actually love those products.\n\n1089\n00:50:37.420 --> 00:50:42.400\nAnd people who complain to me that I should not transform the portfolio invest\n\n1090\n00:50:42.400 --> 00:50:42.940\nin what\n\n1091\n00:50:42.940 --> 00:50:43.940\nwe have today.\n\n1092\n00:50:43.940 --> 00:50:45.260\nI did something very simple.\n\n1093\n00:50:45.260 --> 00:50:48.640\nI said to them, \"Look, guys, let's look at the products that deplete when we\n\n1094\n00:50:48.640 --> 00:50:49.100\nhave our\n\n1095\n00:50:49.100 --> 00:50:50.940\nmeetings.\"\n\n1096\n00:50:50.940 --> 00:50:56.720\nWhen we were in the 1990s, everybody was drinking full sugar Pepsi and dew and\n\n1097\n00:50:56.720 --> 00:50:57.740\nCierimist and\n\n1098\n00:50:57.740 --> 00:50:59.140\nthings like that.\n\n1099\n00:50:59.140 --> 00:51:05.580\nAs you go to the 2000-2006, if I look to the depletion rate, it was more diet\n\n1100\n00:51:05.580 --> 00:51:06.460\nPepsi, Pepsi\n\n1101\n00:51:06.460 --> 00:51:07.460\nMax.\n\n1102\n00:51:07.460 --> 00:51:11.820\nAnd as you go to 2006-2007, the trend shifted again.\n\n1103\n00:51:11.820 --> 00:51:13.660\nWe were consuming more aquafina.\n\n1104\n00:51:13.660 --> 00:51:18.060\nI said to them, \"Hang on a second, if we are changing our own eating and\n\n1105\n00:51:18.060 --> 00:51:19.340\ndrinking habits,\n\n1106\n00:51:19.340 --> 00:51:22.500\nwhy do you think consumers out there are not changing their eating and drinking\n\n1107\n00:51:22.500 --> 00:51:23.100\nhabits?\"\n\n1108\n00:51:23.100 --> 00:51:24.980\nWe're becoming a repertoire.\n\n1109\n00:51:24.980 --> 00:51:28.340\nI'm not suggesting you should swing the pendulum widely.\n\n1110\n00:51:28.340 --> 00:51:34.130\nAll that I'm saying is we ought to invest broadly in fun for you, better for\n\n1111\n00:51:34.130 --> 00:51:34.980\nyou, and\n\n1112\n00:51:34.980 --> 00:51:36.180\ngood for you.\n\n1113\n00:51:36.180 --> 00:51:40.180\nAnd if we don't offer a balanced portfolio of great tasting products to our\n\n1114\n00:51:40.180 --> 00:51:40.980\nconsumers,\n\n1115\n00:51:40.980 --> 00:51:44.420\nwe're going to lose this competitive battle.\n\n1116\n00:51:44.420 --> 00:51:46.260\nInitially, there was resistance.\n\n1117\n00:51:46.260 --> 00:51:50.960\nI think emotionally, they bought it, but intellectually, they were not willing\n\n1118\n00:51:50.960 --> 00:51:51.660\nto accept\n\n1119\n00:51:51.660 --> 00:51:52.660\nit.\n\n1120\n00:51:52.660 --> 00:51:53.660\nRight.\n\n1121\n00:51:53.660 --> 00:51:54.660\nAll right.\n\n1122\n00:51:54.660 --> 00:51:58.130\nHow did you personally handle that criticism that you know you were getting in\n\n1123\n00:51:58.130 --> 00:51:58.820\nsome corners\n\n1124\n00:51:58.820 --> 00:51:59.820\nof the world?\n\n1125\n00:51:59.820 --> 00:52:05.540\nIn many corners, many, many corners retired executives, long-serving executives\n\n1126\n00:52:05.540 --> 00:52:06.100\n, some\n\n1127\n00:52:06.100 --> 00:52:07.100\ninvestors.\n\n1128\n00:52:07.100 --> 00:52:10.500\nI think what really withstood the test of time was two things.\n\n1129\n00:52:10.500 --> 00:52:13.300\nI had tremendous resolve on our strategy.\n\n1130\n00:52:13.300 --> 00:52:18.260\nI was convinced this was the only strategy this company should be following.\n\n1131\n00:52:18.260 --> 00:52:22.090\nAnd the only way we could have changed our direction is that the board had\n\n1132\n00:52:22.090 --> 00:52:22.860\nfired me.\n\n1133\n00:52:22.860 --> 00:52:26.540\nSecond, we had an unbelievably good board.\n\n1134\n00:52:26.540 --> 00:52:30.110\nThe board bought into the strategy and said, \"This is the only way you should\n\n1135\n00:52:30.110 --> 00:52:30.580\nlead the\n\n1136\n00:52:30.580 --> 00:52:31.580\ncompany.\"\n\n1137\n00:52:31.580 --> 00:52:36.210\nAnd when you had the board in your corner, and a vocal involved, detail-\n\n1138\n00:52:36.210 --> 00:52:37.300\noriented board\n\n1139\n00:52:37.300 --> 00:52:44.260\nin your corner, who were not going to be swung by any disgruntled ex-employee,\n\n1140\n00:52:44.260 --> 00:52:44.380\nyou know\n\n1141\n00:52:44.380 --> 00:52:46.580\nthat you're on the right track.\n\n1142\n00:52:46.580 --> 00:52:51.600\nSo the combination of the unbelievable board support and my own personal result\n\n1143\n00:52:51.600 --> 00:52:52.180\nis what\n\n1144\n00:52:52.180 --> 00:52:54.900\nallowed me to keep the strategy going.\n\n1145\n00:52:54.900 --> 00:52:59.590\nAnd then our employees started to buy in, and one success beguette other\n\n1146\n00:52:59.590 --> 00:53:01.220\nsuccesses, and\n\n1147\n00:53:01.220 --> 00:53:03.460\nthat's why we are where we are today.\n\n1148\n00:53:03.460 --> 00:53:04.460\nAbsolutely.\n\n1149\n00:53:04.460 --> 00:53:05.460\nThat's great.\n\n1150\n00:53:05.460 --> 00:53:11.860\nSpeaking of your employees, what do you do to really motivate the troops?\n\n1151\n00:53:11.860 --> 00:53:14.380\nWhat do you think is the key to motivation?\n\n1152\n00:53:14.380 --> 00:53:17.060\nNow Pepsi goes a great place to work.\n\n1153\n00:53:17.060 --> 00:53:20.460\nSo first of all, people love coming to work at PepsiCo.\n\n1154\n00:53:20.460 --> 00:53:23.220\nBut David, we've learned a lot from you too.\n\n1155\n00:53:23.220 --> 00:53:26.100\nThis culture of recognition is very important.\n\n1156\n00:53:26.100 --> 00:53:29.860\nPeople like to be recognized for small things and big things.\n\n1157\n00:53:29.860 --> 00:53:36.980\nAnd we've put in place many, many recognition programs in PepsiCo.\n\n1158\n00:53:36.980 --> 00:53:40.860\nYou know, on a day-to-day basis, any manager can recognize somebody at PepsiCo\n\n1159\n00:53:40.860 --> 00:53:41.460\nby giving\n\n1160\n00:53:41.460 --> 00:53:46.860\nthem a coupon or a little gift or a little ticket to something.\n\n1161\n00:53:46.860 --> 00:53:49.300\nSo you can do anything on a local basis.\n\n1162\n00:53:49.300 --> 00:53:53.260\nBut on an institutionalized basis, we actually do a lot of recognition.\n\n1163\n00:53:53.260 --> 00:53:56.730\nEvery year we do the Ring of Honor, which is the frontline salesman of PepsiCo,\n\n1164\n00:53:56.730 --> 00:53:57.220\nsalesman\n\n1165\n00:53:57.220 --> 00:54:02.580\nand saleswomen, about 300 of them come to purchase from around the world.\n\n1166\n00:54:02.580 --> 00:54:06.840\nAnd for three days, we treat them fantastically and say thank you to them for\n\n1167\n00:54:06.840 --> 00:54:07.980\nthis unbelievable\n\n1168\n00:54:07.980 --> 00:54:10.700\njob they're doing, the front lines of PepsiCo.\n\n1169\n00:54:10.700 --> 00:54:13.220\nBecause they do a good job and we get all the credit.\n\n1170\n00:54:13.220 --> 00:54:17.100\nSo these are unbelievable people who make PepsiCo look good every day on the\n\n1171\n00:54:17.100 --> 00:54:17.820\nshelves.\n\n1172\n00:54:17.820 --> 00:54:18.820\nSo that's a big program.\n\n1173\n00:54:18.820 --> 00:54:22.540\nEight years ago, I put in something called Circle of Champions, which is for\n\n1174\n00:54:22.540 --> 00:54:22.980\nall the\n\n1175\n00:54:22.980 --> 00:54:24.980\npeople on the factory floors.\n\n1176\n00:54:24.980 --> 00:54:28.600\nBecause we were lauding the salespeople, we forgot the people and the factory\n\n1177\n00:54:28.600 --> 00:54:29.180\nfloors.\n\n1178\n00:54:29.180 --> 00:54:32.140\nSo the Circle of Champions is all the people in the factory floors, same number\n\n1179\n00:54:32.140 --> 00:54:32.580\nthat come\n\n1180\n00:54:32.580 --> 00:54:34.060\nin in October.\n\n1181\n00:54:34.060 --> 00:54:38.260\nAnd we have this unbelievable celebration of their successes.\n\n1182\n00:54:38.260 --> 00:54:41.700\nWe do the Harvey Russell diversity and inclusion.\n\n1183\n00:54:41.700 --> 00:54:44.220\nAre we really promoting diversity?\n\n1184\n00:54:44.220 --> 00:54:45.900\nAre we embracing diversity?\n\n1185\n00:54:45.900 --> 00:54:49.300\nAre we complimenting people on their diversity initiatives?\n\n1186\n00:54:49.300 --> 00:54:50.300\nWe do that.\n\n1187\n00:54:50.300 --> 00:54:52.980\nThe Steve Reinerment DNI Award.\n\n1188\n00:54:52.980 --> 00:54:54.300\nWe give out R&D award.\n\n1189\n00:54:54.300 --> 00:55:00.620\nSo every function has an award ceremony, which gives awards to people who do a\n\n1190\n00:55:00.620 --> 00:55:01.780\ngreat job.\n\n1191\n00:55:01.780 --> 00:55:05.220\nAnd then people like Al-Kadi give out this crushed Coke can for somebody who\n\n1192\n00:55:05.220 --> 00:55:06.060\ndoes something\n\n1193\n00:55:06.060 --> 00:55:07.060\nto take on competition.\n\n1194\n00:55:07.060 --> 00:55:08.060\nI like that one.\n\n1195\n00:55:08.060 --> 00:55:11.300\nYeah, but you do all those things to be learned from you.\n\n1196\n00:55:11.300 --> 00:55:16.890\nAnd so I think across this company, this culture of recognition is simply\n\n1197\n00:55:16.890 --> 00:55:18.060\ningrained.\n\n1198\n00:55:18.060 --> 00:55:22.490\nAnd from my perspective, one of the things that I've gotten the most\n\n1199\n00:55:22.490 --> 00:55:23.460\nsatisfaction is\n\n1200\n00:55:23.460 --> 00:55:24.460\nit's not an award.\n\n1201\n00:55:24.460 --> 00:55:27.500\nIt's not giving them a little certificate or whatever.\n\n1202\n00:55:27.500 --> 00:55:32.020\nWhen I write letters to parents of some of my executives and I tell the parents\n\n1203\n00:55:32.020 --> 00:55:32.540\n, what\n\n1204\n00:55:32.540 --> 00:55:36.100\na great job their son or daughter is doing.\n\n1205\n00:55:36.100 --> 00:55:43.380\nThat recognition is worth more than money, stock grants, hugs, tickets,\n\n1206\n00:55:43.380 --> 00:55:44.700\nanything.\n\n1207\n00:55:44.700 --> 00:55:48.430\nBecause at the end of the day, and I go back to where I started, when your\n\n1208\n00:55:48.430 --> 00:55:49.180\nparents say\n\n1209\n00:55:49.180 --> 00:55:52.220\nto you, I am so proud of you.\n\n1210\n00:55:52.220 --> 00:55:55.700\nAnd your boss just wrote to me saying that you are awesome.\n\n1211\n00:55:55.700 --> 00:56:00.500\nAnd the look on their face is worth a million dollars.\n\n1212\n00:56:00.500 --> 00:56:04.380\nAnd that's what I do very regularly in PepsiCo because to me, that gives me\n\n1213\n00:56:04.380 --> 00:56:05.540\nmore satisfaction\n\n1214\n00:56:05.540 --> 00:56:07.420\nthan anything else.\n\n1215\n00:56:07.420 --> 00:56:10.630\nYou clearly understand the power of recognition and the privilege of being able\n\n1216\n00:56:10.630 --> 00:56:11.100\nto give it\n\n1217\n00:56:11.100 --> 00:56:14.980\nand the privilege of being the CEO and what that would mean to a mom and dad to\n\n1218\n00:56:14.980 --> 00:56:15.500\nreceive\n\n1219\n00:56:15.500 --> 00:56:16.500\na letter from you.\n\n1220\n00:56:16.500 --> 00:56:17.500\nAbsolutely.\n\n1221\n00:56:17.500 --> 00:56:18.500\nThat's outstanding.\n\n1222\n00:56:18.500 --> 00:56:22.180\nPepsiCo is known for its leadership development.\n\n1223\n00:56:22.180 --> 00:56:26.020\nWhat do you think makes a great leader?\n\n1224\n00:56:26.020 --> 00:56:28.180\nWhat do you really look for in leadership?\n\n1225\n00:56:28.180 --> 00:56:31.660\nThere's all these soft skills, hard skills.\n\n1226\n00:56:31.660 --> 00:56:36.060\nPeople look at all of these tests that people can take to assess for leadership\n\n1227\n00:56:36.060 --> 00:56:37.060\nqualities.\n\n1228\n00:56:37.060 --> 00:56:42.260\nBut when I interview somebody, I look for two or three things.\n\n1229\n00:56:42.260 --> 00:56:47.750\nFirst, as I talk to the person and I have the conversation with them, are they\n\n1230\n00:56:47.750 --> 00:56:48.500\ncurious?\n\n1231\n00:56:48.500 --> 00:56:51.180\nDo they really want to be a lifelong student?\n\n1232\n00:56:51.180 --> 00:56:56.140\nDo they ask the right questions to get to the next level of insight?\n\n1233\n00:56:56.140 --> 00:56:59.960\nThat's something I look for very carefully because I hate people who walk in\n\n1234\n00:56:59.960 --> 00:57:00.500\nand want\n\n1235\n00:57:00.500 --> 00:57:01.980\nto maintain status quo.\n\n1236\n00:57:01.980 --> 00:57:07.060\nI love people who are lifelong learners who are always pushing the boundaries.\n\n1237\n00:57:07.060 --> 00:57:08.500\nThat's one thing I look for.\n\n1238\n00:57:08.500 --> 00:57:13.780\nSecond, I look for people who believe in high quality work.\n\n1239\n00:57:13.780 --> 00:57:16.540\nDo people really sweat the details?\n\n1240\n00:57:16.540 --> 00:57:20.200\nDo they really want to look at the product that they turn out and say, \"This is\n\n1241\n00:57:20.200 --> 00:57:21.540\nthe absolute\n\n1242\n00:57:21.540 --> 00:57:25.100\nbest I could have done, I suppose, to let's just get something out to her.\"\n\n1243\n00:57:25.100 --> 00:57:26.220\nShe'll fix it anyway.\n\n1244\n00:57:26.220 --> 00:57:29.140\nI hate that kind of performance.\n\n1245\n00:57:29.140 --> 00:57:31.930\nAnd the third and the most important I should start with it, but I'm going to\n\n1246\n00:57:31.930 --> 00:57:32.540\nend with it,\n\n1247\n00:57:32.540 --> 00:57:39.180\nis I look for people who throw their head, heart and hands into the job.\n\n1248\n00:57:39.180 --> 00:57:42.660\nSometimes people just come to work saying, \"Hey, it's a job.\n\n1249\n00:57:42.660 --> 00:57:43.740\nIt's not a job.\n\n1250\n00:57:43.740 --> 00:57:44.740\nIt's a calling.\n\n1251\n00:57:44.740 --> 00:57:46.540\nIt's a passion.\n\n1252\n00:57:46.540 --> 00:57:49.140\nIt's something that consumes your life.\"\n\n1253\n00:57:49.140 --> 00:57:52.580\nAnd you've got to come in with a sense of optimism.\n\n1254\n00:57:52.580 --> 00:57:55.580\nYou've got to come in with a sense of, \"I can do it.\"\n\n1255\n00:57:55.580 --> 00:57:57.660\nA sense of, \"I can do it.\n\n1256\n00:57:57.660 --> 00:57:58.660\nIt must be done.\n\n1257\n00:57:58.660 --> 00:58:01.940\nI'm going to get everybody with me to get it done.\"\n\n1258\n00:58:01.940 --> 00:58:07.820\nIt's got to be this constant love for the company that you project constantly.\n\n1259\n00:58:07.820 --> 00:58:12.550\nAnd when we do the interview process, not so many people bubble up through\n\n1260\n00:58:12.550 --> 00:58:13.860\nthese criteria.\n\n1261\n00:58:13.860 --> 00:58:17.980\nThey pass on the first and second, when it comes to the third, when they show\n\n1262\n00:58:17.980 --> 00:58:18.820\nthis apathy\n\n1263\n00:58:18.820 --> 00:58:24.410\nor a little bit of a screen in front of them, \"I like these copios like you and\n\n1264\n00:58:24.410 --> 00:58:25.300\nme who bring\n\n1265\n00:58:25.300 --> 00:58:29.610\neverything the kitchen sink to work because we just throw ourselves into the\n\n1266\n00:58:29.610 --> 00:58:30.260\njob and we\n\n1267\n00:58:30.260 --> 00:58:31.660\nlove what we do.\n\n1268\n00:58:31.660 --> 00:58:33.380\nI love what I do, David.\n\n1269\n00:58:33.380 --> 00:58:36.540\nI've always loved what I was doing.\"\n\n1270\n00:58:36.540 --> 00:58:41.140\nOne of the things that you've demonstrated in this podcast is just your belief\n\n1271\n00:58:41.140 --> 00:58:41.580\nin all\n\n1272\n00:58:41.580 --> 00:58:44.820\npeople and how everybody makes a difference in your company.\n\n1273\n00:58:44.820 --> 00:58:48.490\nI knew I would learn some more by spending some more time with you and I love\n\n1274\n00:58:48.490 --> 00:58:49.020\nit every\n\n1275\n00:58:49.020 --> 00:58:50.020\nbit of it.\n\n1276\n00:58:50.020 --> 00:58:51.020\nThank you very much.\n\n1277\n00:58:51.020 --> 00:58:53.940\nDavid, thank you for having me and I look forward to seeing you again.\n\n1278\n00:58:53.940 --> 00:59:05.810\nNow, we're all driven to be successful, but when you spend time with Indra, you\n\n1279\n00:59:05.810 --> 00:59:06.440\ncan\n\n1280\n00:59:06.440 --> 00:59:12.100\nsee that we unlock a whole new level of success when we elevate those around us\n\n1281\n00:59:12.100 --> 00:59:12.180\n.\n\n1282\n00:59:12.180 --> 00:59:15.980\nAnd now it's time for my favorite part of our podcast episode.\n\n1283\n00:59:15.980 --> 00:59:20.100\nThis is where I give you some coaching to help you develop as a leader.\n\n1284\n00:59:20.100 --> 00:59:24.870\nThis week as part of your weekly development plan, here's what I want you to do\n\n1285\n00:59:24.870 --> 00:59:25.060\n.\n\n1286\n00:59:25.060 --> 00:59:28.500\nMake it a point to intentionally lift up someone on your team.\n\n1287\n00:59:28.500 --> 00:59:32.100\nYou probably already know exactly who it needs to be.\n\n1288\n00:59:32.100 --> 00:59:33.980\nMaybe shoot them a thoughtful email.\n\n1289\n00:59:33.980 --> 00:59:35.820\nGive them a public shout out.\n\n1290\n00:59:35.820 --> 00:59:37.180\nCreate a development opportunity.\n\n1291\n00:59:37.180 --> 00:59:41.210\nHeck, you can even take a page out of Indra's playbook and write a note to\n\n1292\n00:59:41.210 --> 00:59:42.300\ntheir parents.\n\n1293\n00:59:42.300 --> 00:59:46.460\nBut find more and more ways to build up your team and I guarantee you, you'll\n\n1294\n00:59:46.460 --> 00:59:47.020\nfind your\n\n1295\n00:59:47.020 --> 00:59:49.660\nleadership skills will build up as well.\n\n1296\n00:59:49.660 --> 00:59:51.420\nSo do you want to know how leaders lead?\n\n1297\n00:59:51.420 --> 00:59:55.660\nWhat we learned today is that great leaders look for ways to elevate others.\n\n1298\n00:59:55.660 --> 00:59:59.530\nThanks again for tuning in to another episode of How Leaders Lead, where every\n\n1299\n00:59:59.530 --> 01:00:00.340\nThursday you\n\n1300\n01:00:00.340 --> 01:00:04.620\nget to listen in while I interview some of the very best leaders in the world.\n\n1301\n01:00:04.620 --> 01:00:08.310\nI make it a point to give you something simple on each episode that you can\n\n1302\n01:00:08.310 --> 01:00:09.060\napply to your\n\n1303\n01:00:09.060 --> 01:00:12.580\nbusiness so that you will become the best leader you can be.\n\n1304\n01:00:12.580 --> 01:00:22.580\n[BLANK_AUDIO]\n\n1305\n01:00:22.580 --> 01:00:32.580\n[BLANK_AUDIO]","

David Novak 0:03

Hello, everybody, welcome to how leaders lead where every week you get to listen in while I interview some of the very best leaders in the world, I break down the key learning so that by the end of the episode, you'll have something simple you can apply as you develop into a better leader. That's what this podcast is all about. Today's guest is Indra Nooyi, the former chairman and CEO of PepsiCo, Indra is an incredibly accomplished leader. And she ran PepsiCo for 12 years from 2006 to 2018. And she navigated all kinds of challenges during that period. She went through a global recession, major restructuring and sweeping changes in consumer habits. But you know what, during Indras reign as CEO PepsiCo sales rose by 80%. Now that kind of leadership is impressive. But what's even more impressive to me is how Indra does it. By looking for ways to elevate others and build them up. She intentionally carves out opportunities for the people she leads and serves. And this isn't just pie in the sky stuff. It's practical. You'll hear it when she goes into detail about PepsiCo is leadership development and retention strategies. You'll hear when she talks about increasing diversity and calling out bias. You'll hear it when she shares her own story as a woman of color, and immigrant from India. And you'll see for yourself that great leaders intentionally elevate the people they serve. And that's the big leadership lesson waiting for you in this week's episode. So here's my conversation with my good friend and soon to be yours. Indra Nooyi.

Indra Nooyi 1:45

Ambra thanks so

David Novak 1:46

much for taking the time to chat with me. I really, really appreciate it.

Indra Nooyi 1:49

David, you know, I think the world of you and you're a great leader of young restaurants. And I've admired you for over many, many years. And it's a pleasure to do this a privilege to be invited on to

David Novak 2:00

go well, you know, we are definitely living in some crazy times these days. And and, you know, I always describe you as a change maker. Well, how do you think that Coronavirus is changing the way that leaders will need to lead in the future?

Indra Nooyi 2:15

I think COVID has challenged everybody because nobody has experienced a pandemic like this in our lifetimes. The last time it happened was a 99 team that was 102 years ago. So none of us really have a playbook to deal with the pandemics. We're writing it as we go along. And as we're writing it, we are finding that so many things have to change as we go forward if we ever have another pandemic, which I hope we never do. Because pandemics require incredible coordination within a country, from the federal government and state government, across countries with multilateral institutions. And you know, all of those are not something we do regularly and tested. So this particular pandemic has challenged all of us to rethink all of our, you know, institutions, our methods for cooperating across the country across the world, because viruses know, no borders. They just bottle this. And so it's a real challenge for all of us.

David Novak 3:18

In How much do you think the way how leaders will communicate will change? Do you know, right now we're living in this virtual world. And everybody's saying Digital's accelerating at least three to five years from where it was. But a lot of CEOs I talked to feel like they're closer to their employees today than they've ever been.

Indra Nooyi 3:34

I actually think we missed the face to face interaction. I know I do. You know, having chaired the reopen Connecticut Taskforce, I missed the reopen, committee meeting in person and talking and arguing issues because there's nothing like the emotion of face to face meeting. And you know, digital technologies are fantastic. Don't get me wrong, whether zoom or teams or any of the video conferencing apps, they're getting better every day. But what they don't bring is that heart to the whole process. When you have a face to face meeting, you can resolve issues faster than when you have a video conference. So I hope we have the opportunity to do both face to face when it's needed, augmented with video conferencing like we have today, when you know we cannot really get to the office. So I think what this pandemic has enabled us to do is hybrid approaches. So you know, working in an office,

David Novak 4:33

I know that you read the book, The Great influenza, it's about the Spanish flu that you just made reference to which happened in 1918. What did you learn from reading that book that should be relevant to us today?

Indra Nooyi 4:47

I'd say pretty much the whole book. And there are certain chapters, especially the last three pages of the book, which talks about what should leaders do in the next pandemic? Believe in the science be brutally Oh, almost pull no punches, tell the public exactly what's going on. Don't create a panic, but don't suppress the truth. Give them hope. Tell them exactly what you're doing. Trust the science. And so as I read the book, I almost felt like taking out the 1918 influenza and substituting it with COVID. Similarities are eerie. And John Baron did an excellent job writing that book was readable. It was difficult to understand the magnitude of the pandemic, when it happened in 1918 was worldwide It was devastating. But I think we should all read it to make sure that we never had that happen to us again.

David Novak 5:41

Well, I'm definitely going to give it a read myself this, this is such a huge crisis. And you know, when you look back into what was the biggest crisis that you had to handle in your business career, and what do you learn from it,

Indra Nooyi 5:53

you know, multiple crises, if I go back to, you know, just my PepsiCo days, and I was there for 25 years, you know, when you're CFO and President and it is reporting to you, and you have a major system failure. That's a crisis, before Memorial Day order processing, oh, my God, you get, I mean, you just freak out. When you have the financial crisis, and business is really taking a beating. You know, it's a crisis you have to deal with, when an activist investor comes into your stock. You know, it's a crisis you have to deal with. And each of these, I think, for a brief moment, you panic, that's inevitable. But then a good leader recovers from the panic really fast, and says, Okay, I'm done with the panicking few minutes. Now, let me see what I can do about it. Because being in a state of panic doesn't help. People are looking up to you to see what you want them to do. You have to provide the direction. So you collect yourself, and you sit up and you say, Okay, let's put our arms around the issue. Let's really understand what's going on. Let's bring the experts in the room, let's learn from them, and then start together craft a plan forward. It's tough, because deep down inside, you're feeling terrible about the fact that you have to handle this issue. But I tell you, after the first crisis you've had the second one gets better the third one. And it's a learning process. But I have to tell you, every crisis that you go through makes you a better person.

David Novak 7:23

That's what that's saying that which doesn't kill you makes you stronger. Leaders have also had to witness and respond to the tragic death of George Floyd in the rifle plea for racial justice. You know, you have such a renowned platform, Indra, what are you doing on this front? And what advice do you have to offer the other leaders?

Indra Nooyi 7:47

Um, you know, a lot of what I did was when I was at PepsiCo, PepsiCo was a company that really believed in diversity and inclusion. And, you know, going back to the days of Steve Rainham, and when he really jumped started the whole DNI process, I had the opportunity to have a critical mass of people of all kinds in PepsiCo, so that we could build on that critical mass of people. So I first want to get credit to stay relevant for what he put into the company. And PepsiCo wants to be a company where its employee base reflected the consumer base. So we were inching our way up to those numbers in the company. And we were making very good progress, not just in hiring, but in retaining and developing. So we were having explicit programs, to make sure we retain people, we develop people, because we didn't want to lose people, we struggled so much to hire. So we worked very hard at that. Now that I've retired, I don't have a platform as such. But I will tell you, David, I'm very, very enthused by what I'm seeing in any forums that I'm attending, because many, many seals are committing to really work this issue in a very focused, immediate way, which I think is a big change from the past where people were just looking at, you know, this issue and said, I'll get to it, or I'll address it over over the years. Now, they're saying, we have to put the money behind these programs. We have to do it now. So I'm actually very optimistic that this time around, people will recognize that is not a nice to do. It's a must do.

David Novak 9:23

Yeah, I couldn't agree more. And you know, Andrew, I know that you are a big fan of the great late Representative John Lewis. You know, what do you think we can learn from him? I mean, he was a, you know, great civil rights leader. Great, great, Congressman, what can we learn from him and how he tried to solve the problem?

Indra Nooyi 9:44

You know, I think if you go back to John Lewis, and I've been doing a lot of reading of Martin Luther King and other leaders, I think basically, the message that they were giving is one of unity, solving problems through unity, not to divisions. If you read everything, John Lewis say if it was true unity, do not divide a society that come together and solve issues. And to me, that's what endeared me to John Lewis, if you want to call it that, and at no point in his career, in spite of all that he went through, did he ever talk about a divided society, he only talked about us coming together to resolve these issues. And he was a man of hope. He always thought we could address these issues. They never held a grudge to go back and look at all of the stuff he went through. He never held a grudge. I wish I could be such a big person that he was,

David Novak 10:38

you know, you've you've always believed in confronting bias publicly, you've and you've written about it, and you say that, you know, confronting bias publicly is essential. Can Can you tell us a story of when you've done that?

Indra Nooyi 10:54

Typically, what happens is there's unconscious bias, more than conscious bias. Sometimes, when a woman is talking, somebody will roll their eyes, or when somebody who's diverse of any kind talks or says something, some group in the meeting would roll their eyes or cut them off. You know, you can't, you can't allow that to happen. They may not even realize they're doing it. But you've got to stop that and say, Hey, why did you stop? Why did you talk over that person? Why did you cut that person off? Why did you roll your eyes when that person was talking? What was the issue you were addressing when you roll your eyes. So at every point, when you see bad behavior, conscious or unconscious, you can call it out right there. If it happens again, and again, it's conscious. If it happens once and they change, it was unconscious the first time. So you give them a pass the first time, the second time you get serious, and the third time you really go for some action. So I think it's a question of education, it's a question of giving them a chance, modeling their behavior back to them and seeing how they feel about it. It's a process, it doesn't happen overnight.

David Novak 12:07

You know, I understand it, or that you have a new book in the works. And you have so many valuable experiences. What do you plan to cover in your book,

Indra Nooyi 12:16

it's all about integrating work and family. And basically, the premise of my book, David is that, as a country, we want to enable families to have about two kids per family. That's the replacement rate for the country. But we also want every brain in the country to be deployed in the work of the country so that we can grow as a country, and that I'm talking about men and women alike. So the real question is, how do we enable all of them to be able to come to work and have a paid job, so that the GDP of the country can grow? At the same time families are also created, and children are nurtured and developed? So how do we provide the support system for people in terms of childcare in terms of, you know, family, leave maternity care, whatever, in order to enable them to have families and work without going through incredible stress? I find that men and women alike today, young people are going through a lot of stress when they have to balance so many priorities. So the real question is how do you create institutional policies working between governments, societies, communities, companies to be able to make it happen?

David Novak 13:29

Yeah, it's a book. I'm gonna read address I'll give you I'm hoping you'll give me an autographed copy.

Indra Nooyi 13:34

I'm hoping that I'll come back on your podcast and talk about it. David,

David Novak 13:38

I can't wait to do that. That'll be great. You mentioned it a little bit earlier. But you you've taken on a special project to help Governor Ned Lamont and Connecticut. Good. Could you tell us a little bit about what you're doing?

Indra Nooyi 13:48

Yeah, two things. One, I'm the co chair of the advanced CTE which is advancing Connecticut's economic opportunities. It's a, you know, business led entity in the state of Connecticut. We're on a government organization. We are a private organization. And we really talk about how to bring investment to Connecticut. That's what I was doing. Until Governor Lamont wanted me to co chair the reopen Connecticut Task Force and help him with how to think about how he should reopen Connecticut. So it was a private task force through advanced CTE. And we helped provide the governor framework so that he and his cabinet could decide exactly how they wanted to open, reopen Connecticut. And we worked for about 10 weeks, all of us with the government officials with all kinds of experts. And we provided a framework to the governor who then took the framework but his team modified it and applied it in the state of Connecticut successfully. First of all, is a wonderful governor. So everything worked out very well.

David Novak 14:56

That's great. That's great. You know, once a change maker always a change maker.

Indra Nooyi 15:00

They're like you. Yes,

David Novak 15:02

you sit on the review panel for quality can't wait challenge that Melinda Gates champion. So what do you hope to accomplish by doing that?

Indra Nooyi 15:12

I think we're just trying to find role models and showcase them and give them prizes so that people feel like there's something they can aspire to. When you look at any of these organizations that set up prizes and gives give it to people. It's because they want to recognize people for doing things that move society forward. You never give a prize to somebody to move society back. You always give a prize to move society forward. So you know, there's equality can't wait. The Ruth Bader Ginsburg award committee that I sit on all the Jason Witten collegiate award committee, I sit down, all of these are to move society forward, somebody who's done something wonderful, beyond the call of what they're regularly doing, to help more societal issues to help address societal issues and move society forward. And to me, equality can't wait. The submissions haven't come to me, but when I did, Ruth Bader Ginsburg and Jason Witten collegiate award, some of the write ups of the people that came to us just spectacular, people are doing some amazing things and make your heart very warm.

David Novak 16:17

You've met so many amazing leaders, who would be the most impressive female leader that you've met.

Indra Nooyi 16:25

As a female leader, let me name a few because I think I've met a bunch of people. Christine Lagarde just blows me away. She's brilliant, she's global. She's focused. She understands issues around the world in spectacular ways. I enjoy talking to Christine Lagarde. Hillary Clinton is perhaps one of the smartest women I've ever met smartest people I've ever met. Kay Bailey Hutchinson from Texas, somebody I simply adore. You know, I've had many, many conversations with Kay Bailey Hutchison. I even did a luncheon for her in Dallas. She's a calm, calming person, with a great global view. I've enjoyed talking to her. If I go over to Asia, hosting of Singapore, with another person who has a very global perspective of all issues, and when you sit down and talk to her Ching, you leave feeling even more informed about the state of the world. So my job and even today, I come in contact with all these people. And I've truly enjoyed getting to know them and chatting with them and learning from them more than anything else.

David Novak 17:37

I'm sure that's a two way street, there's no doubt.

Indra Nooyi 17:40

I'm the I'm the beneficiary.

David Novak 17:42

I had to ask you, you know, just how hard has it been for you to step back from being on the front line of such a major company like PepsiCo and being the CEO? And having that responsibility? How hard is it been?

Indra Nooyi 17:57

So let me talk about what I thought it would be and what it is I thought I was gonna be bereft because 25 years go go go and PepsiCo and 15 years before that, the last role was CEO and I'm saying, Oh, my God, what am I going to do with my life? I walked out of the PepsiCo headquarters on October 2, as I stepped down as CEO. And I walked into my office in Greenwich, my family office, and I haven't looked back, I've been busier than before in my my own way. My life is richer in a funny way, because I'm learning so much more meeting more interesting people. And I'm not wedded to a quarterly earnings cycle, which sort of grinds it to you. And remember, I was CFO and President and then CEO, I did 75 quarters of earnings releases 75 quarters. That's a lot. And in a funny way, I tell you, I feel lighter, healthier. I loved PepsiCo and as people when I was there, but I'm a new person, I'm reborn.

David Novak 18:56

Yeah, well, you're reborn, and you're doing a lot of great things, which is no surprise to me. I always tell everybody, when people ask me that question, I didn't know I could love something so much and miss it so little.

Indra Nooyi 19:06

You know, you and I exactly the same day. I think we've got this productive lives that we have no time to miss anything else.

David Novak 19:13

You are such an avid learner. You know, how are you continuing to sharpen your axe?

Indra Nooyi 19:19

You know, first of all, I'm involved in so many activities. So many businesses, I advise so many little startup companies, but I don't just advise them actually learn the business. I go to school on their business. And I really want to understand what that industry is. And so that allows me to open my VISTAs a lot. Being on the Amazon board. I learned so much from them. It's perhaps one of the most, I think it's a 23rd century company. It's like the technologies that they embrace the way they think about the future. We think about the customer because they're always customer first is unbelievable. So I think that has been An amazing learning opportunity. You know, I teach up at West Point, Military Academy, and watching those cadets learn watching those faculty members teach them. I sit there and look at them in all because the discipline, the focus, the commitment, the patriotism, they have something that I think they will, I'm trying to get you out there to respond to speak to them. It is just amazing. So I am involved in so many things. And each of the activities I'm involved in actually teaching me more than I'm teaching them.

David Novak 20:38

I'd be honored to be a guest that

Indra Nooyi 20:41

Zoom, but you know what they would benefit enormously from you.

David Novak 20:45

I would love to do that. Indra, you were recognized on the 100th birthday of the League of Women Voters as the most outstanding woman in business. What did that mean to you?

Indra Nooyi 20:57

Good news, bad news. Let me tell you what it is. The great news is that they looked at me and said that I was a role model, I paved the way for other women to say, hey, we too can be like Indra, somebody of color somebody was an immigrant, I gave hope to so many people. So that part made me feel great. The part that made me feel bad that there weren't as many of us as they could have been, as they could have been. If you really look at it, our numbers are still small, I think in 10, or 15 years is going to be much more. The fact that the progress over the last 50 to 75 years has been glacial made me feel bad. You know, while you'd like to be celebrated, you want to be among a much larger group. I mean, we were 10% of the Fortune 500 And women CEOs, so we have a long way to go. And so like I said, there's good news, bad news, you feel great being celebrated. But you know that you've got to pave the way for more people to come up the ranks. That's why the book is important.

David Novak 22:01

Yeah, I agree. And the other thing that I know that you do is you challenge everyone to get a female mentor. Yeah, Explain that.

Indra Nooyi 22:10

Well, you know, it's interesting. When I left PepsiCo, people kept saying, why don't you replace yourself with a woman CEO? Why don't they ask the men that? Why haven't you replaced yourself with a woman CEO? So I think it's a question of all of us have to fully each other up. Women should not be mentoring this women. Men should not be mentoring, just men, it should be all over the place. Men should mentor women, women should be mentoring men, because we all learn from each other. So I always tell people, if you go and get a female mentor, you'll just get a feel for the other side, you know, the EQ more than just the IQ, you'll understand business from the point of view of somebody quite different. Or make sure you understand everybody's point of view. And that's why I think that it always helps to have male mentors, but it also helps to have female mentors, because they give you just a slightly different perspective.

David Novak 23:09

You know, and I didn't know you were on the Amazon board. I should have known that. But it's interesting. You know, Jeff Bezos is an amazing leader, what have you learned watching him in action?

Indra Nooyi 23:20

I don't think I've met anybody quite as brilliant as him. I mean, it's just his brain, the way it works, how much is willing to absorb or can absorb how you can push the boundaries of thinking and innovation and invention. I am more than all than anything else. The fact that he's built this US based enterprise, from the ground up from the trunk of his car, is just a how do I call it the eighth wonder of the world. I mean, look at the size of the company, now the trunk of his car. And it's not a company, even though its founder led, he doesn't act that way. He runs it very professionally. So the fact that somebody like him, who grew up in very humble circumstances, can build this incredible enterprise that it's still in its early stages, is something that we can all learn from. And every time I got an Amazon board meeting or read anything they send or interface with them. I just sit there going, man, these are unusual, human beings.

David Novak 24:32

I think every business person in the world would like to be a fly on the wall one of those VDS just

Indra Nooyi 24:38

I consider myself lucky to be able to learn from the Masters there.

David Novak 24:41

This is always fun catching up with you, Andrew and I want to have a little more fun and we're gonna do a lightning round of q&a with you again, what three words best describe you

Indra Nooyi 24:51

caring, passionate, but driven.

David Novak 24:57

If you could be one person in the world for a day Who would it be and why?

Indra Nooyi 25:03

I would have liked to have been Nelson Mandela and robins island for one day just to experience what he went through. I went to Robben Island about three years ago, and to the apartheid Museum, and I've never come out crying from a trip as I did that particular trip,

David Novak 25:22

you know, that was a very inspiring trip for me, too. I'll never ever forget the fact that he could live in that room, and come out and be so humble and bring everybody together and incredible leader. What's something about you enter that few people would know

Indra Nooyi 25:39

that I care more about mentoring and developing other people than anything else. To me, that is the single most important thing. And I just calculated in the last six years in PepsiCo, I gave the world I think, nine CEOs, but three CFOs and three CHR OHS and three CMOS. So interestingly, I look at that as perhaps one of the biggest accomplishments because we develop those leaders. I feel great about that.

David Novak 26:09

That's a big family tree, you can be proud of them.

Indra Nooyi 26:12

But do that way too. You taught me a lot of that too. David,

David Novak 26:15

do you have any hidden talents, hidden talents, you

Indra Nooyi 26:18

know, I love to ballroom dance.

David Novak 26:23

But you're great at that. And do you have a favorite quote off the top of your head?

Indra Nooyi 26:29

The Martin Luther King's page, what's your life blueprint, six paragraphs was delivered in 1963, I think or 67 and Bharat high school in Philadelphia. It six paragraphs, talks about what's your life blueprint. And every word of that one page speech is a quote I live by I read that speech almost every week. It's about how to live life and do the best you can and be as perfect as you can be as defined as by you to be as perfect as you can be. And I read that speech again and again. And I say that is my life blueprint.

David Novak 27:12

We'll be back with the rest of my conversation with Indra Nooyi in just a moment, if you want to elevate the people on your team, you have to actually care about them. That may sound so Elementary, but it's so true. In my conversation with John Calipari, head basketball coach at the University of Kentucky, you'll hear how he puts the idea into action.

John Calipari 27:32

Larry Brown told me if you care about people, you always have a job. And if they know you care, you can be aggressive, you can coach them, as long as they know you care. If you want

David Novak 27:43

to elevate your team and help them be at their best. Go listen to my conversation with Coach cow, Episode 22. Here on how leaders lead.

Could you just tell us about your upbringing? Where'd you grow up? And did you have any real pivot moments in your your early days?

Indra Nooyi 28:06

You know, thank you for that question. I was born and brought up in India in the south of India in a city that was called Madras now called Chennai. And I was born and brought up in a very conservative South Indian family, a very middle class family, we will reach an intellect, we were rich in family connections being together, we didn't have much money. But it didn't matter. Because we didn't know what having money was we were very happy with what we had. We focused on education, we focused on respecting each other, working hard. And my grandfather, my paternal grandfather was a very strong figure. And our family always believed that it didn't matter if you're a girl or a boy. Just study hard. Work hard and always deliver on what you committed to deliver upon. And if you did that, your life is going to be set forever. And don't be too ambitious. Don't be too political. Don't always be thinking about the next thing you want to do. Just do what you're given. Do it well, and do it better than anybody else can do it. And if you did, that, the whole world was set up and take notice. And that's the spirit that he inculcated in us. And we didn't even know what having money was. We were happy with the little we had, but the family was together, the extended family was together. And we just built off of each other and just worked hard. That's all I know.

David Novak 29:27

Yeah. Well, you know, you have that love and supported family. That's that's a tremendous blessing. And you really don't even know your upbringing may not be that. privileged, you got that support to take you with you. That's fantastic. We

Indra Nooyi 29:40

had a different kind of privilege. We had the privilege of togetherness.

David Novak 29:44

Yeah, that's great. That's a great phrase, you know, and I know you're huge into education, and you actually got a bachelor's in physics, chemistry and mathematics. I mean, you know, what else could you have done and during your time there, that's great. What made you want to go get an MBA

Indra Nooyi 30:00

Well, I graduated from college, when I was 18 years old, and graduated high school when I was 15. I did three years of college because I skipped a year of college. And in India, you go on to graduate school immediately after graduate from college. So at age 18, I went to graduate school in India, and graduated the year 20. And started to work. And, you know, you always want to be an overachiever, because everybody around you is an overachiever. And everybody is trying to do their absolute best and move ahead. So for the sake of your family, for the sake of bringing pride to your parents, which is really what we were all motivated by, it's interesting. We weren't doing all this for ourselves, we wanted everybody to say that the parents have brought you up. So Well, we did it, because we wanted our parents to feel proud and our family to be viewed as awesome. And so we all work very hard, you know, tried to get through school and college quickly, and started to work. And, you know, my first job was with the textile company had a great time learned a lot, then I was a product manager at Johnson and Johnson for personal products, at a time when India didn't allow advertising of personal products. And it was always sold from under the counter. So I learned a lot about how to sell a product that couldn't be marketed. That couldn't be talked about, but was necessary. And in both jobs that I was in, I was stretched beyond my wildest imagination. I had mentors who always told me you can do it, even when I said, Oh, my God, I have no idea how to do this. They said, You can do it, go figure it out. And so I went out and figured it out, I worked my tail off, I never left the office until I figured it out. Because I never wondered let the company down. I didn't want to let my family down. I didn't want to let myself down. And so I accelerated through these two companies. And then I realized that I really had not been old enough to get a master's degree when I did. And that's when I applied to the Yale School of Management, and came to the United States to get what I call a real master's degree.

David Novak 32:10

Well, that had to be it's just such a dramatic change to go from India, to the United States. And, you know, what was it like to come into a new culture like that? And how did you get acclimated?

Indra Nooyi 32:21

You know, the first thing I tell you, I was shocked, surprised, amazed, worried, because I didn't think my parents would give me permission to come to the United States alone. You know, with the family background that we had, it was very protective. So when they agreed to allow me to come to Yale to study I was like, Are you sure? Yes, not next door. It's a New Haven, Connecticut, I'm going to be 1000 miles away from you. They said, Look, we trust you. Go ahead, and, you know, strike out on your own. So I want to first say how grateful I am to my parents for buying me that air ticket, putting me on that plane, even though I had a scholarship and loan, the fact that they allowed me to go was a big deal. When I came to the United States, first of all, I was lonely like hell, because I never traveled outside the country. And, you know, it took a while getting used to everything I was vegetarian, I didn't know how to get vegetarian food in New Haven at that time. And yet, at that time, in 1978, didn't have a mechanism to integrate international students easily now. It's fantastic. But then it wasn't that systematized. So the first couple of weeks were dreadful. I wanted to hop on the plane and go back. I didn't know what to do. But you know what, little by little, the other students at Yale reached out, a host family reached out. Other international students got together and built ourselves a little ecosystem. And before the month was done, I was as American as the others. And this is the amazing thing about the United States how we reach out and embrace people who are completely different than us. And I tell you, that was just a wonderful, wonderful time. And I never looked back from those days.

David Novak 34:08

You know, you talked about how your parents gave the opportunity to come the United States and you could possibly strike out. It's a baseball metaphor. I happen to know you are an incredible baseball fan. Now, how did that happen?

Indra Nooyi 34:20

Well, you see, I used to play cricket. When I was in India, it was a baton ball sport. And when I landed in the United States, I had to be involved or learn or watch a baton ball sport. And this was 1978. The big year that remember the Yankees being 14 games behind the Red Sox and then catching up and the big Bucky dent game. Then they went on to win the World Series. So I sat there in the dorm room in the common room, and the other kids explained baseball to me, and I fell in love with the New York Yankees. I didn't fall in love with baseball as a whole. I fell in love with the Yankees and that love affair with the Yankees has not died even today. And Since then, I've been a diehard Yankees fan through thick and thin. And I follow them all the time and they're in my blood. And I love love love watching them play.

David Novak 35:10

Yeah, after you got your MBA at Yale, you started out in the consulting world at Boston Consulting Group, what you know, what, what were your key learnings from from going into an environment like that where obviously, a lot of high powered IQ points in that company, getting into

Indra Nooyi 35:25

consulting was considered sort of a feather in people's cap, because it was so hard to get into a Boston Consulting Group, or McKinsey or Booz Allen in those days. And everybody interviewed and very few gotten. And so I was scared to even interview because I had no idea whether I'd get in. But you go through the seven 810 interviews, each one is a case study. And I go through the system, and I joined the Boston Consulting Group. And I must tell you, in my six and a half years at BCG, I probably learned the equivalent of 15 years in a regular corporate job, because I learned multiple industries, multiple issues are dealt with multiple levels of the client, dealt with strategy issues of the 25,000 foot level, and operating issues to the ground level, dealt with friendly clients and hostile clients. So to sort of indoctrination by fire, David, and working with a group of consultants who are so smart and so brilliant, sort of raised your game. And the time that I was at BCG was invaluable. And I think I learned so much in such a short period, that I wouldn't trade that experience for anything in the world. From that, what

David Novak 36:39

did you really glean in terms of what a consultant should really provide a client?

Indra Nooyi 36:44

First thing, a consultant, you know, is not brought in because of the knowledge of the industry. They're not brought in, just because they're objective, because you can ask any man on the road or woman on the road, and they'll give you an objective perspective, consultants are brought in to provide frameworks provide you a way of thinking, provide the company, you know, a framework that challenges status quo in the company, or reaffirms the way things are being done in the company. Too often, we think the consultants the expert is going to give us the answer. What I learned in my consulting time is how do you develop frameworks to help companies, you know, go through a thought process, and that framework was developed based on a rich understanding of the firm itself based on all the work they'd done, but my own understanding based on the work that I had done, and then I watched my time through BCG, my frameworks got more rigorous, more well thought through more clients sensitive.

David Novak 37:43

That's great. When you came to PepsiCo, you hit the ground running and you quickly became the CFO. And you know, I don't think many people really recognize this, but you were really the architect of spinning off Pizza Hut and Taco Bell, and KFC, which I had the privilege of running. And, you know, PepsiCo at the time had those three divisions plus Frito, lay and Pepsi. You know, that's that was a huge decision. And you, you, you convinced Roger and Rico, who was the CEO at that time how to do it. And you had to convince a lot of other people that this made sense. How did you go through that process?

Indra Nooyi 38:17

Again, it comes back to this notion of don't start with the predetermined conclusion that the restaurants had to be spun off. We knew that the restaurant operating system was very different. And as you remember, David, you and I worked very closely together. The restaurant operating system was different. In many ways. What we were doing was we were trying to move it to a packaged goods culture, even though it was a service business. And it was two operating systems that coexist in this PepsiCo system. So the first thing we had to do was rather than just say, We ought to spin out the restaurants, understand the restaurant business, understand, you know, what's the future of the restaurant business? What's needed to be successful in the restaurant business? Why can't PepsiCo be successful in the business? And we had to do that deep analysis so that we could convince people on facts, not on emotion, because analysts at that time was saying, Just spin it off. But you know what, you don't give away one of your children. Because the restaurants business was, you know, grown in PepsiCo, and everybody in restaurants were PepsiCo people that we all loved had great relationships with. So in order to come up with any decision regarding restaurants, whether to keep it improve its performance operated differently, or spin it out, we had to understand the business cold. So for six months, in a very small circle, we embarked on a very deep strategic analysis of the QSR industry. What was going on? What are the trends? You know, how is this whole new build versus franchise versus operating by the company? How's that model changing? How would the economics of restaurant management changing what kind of people should be in restaurants and again, using the console halting analogy, visit visited restaurants spoke to owners spoke to franchisees watched franchisees that work, as opposed to company people at work, you know, understood the business ground up, understood the economics, understood his future cold. And it led us to the conclusion that not to spin out the restaurant, that's not the word I would use, I say we decided to unfetter the restaurant business from the rest of PepsiCo, very important, because it was a wonderful business. But it was, in fact, prisoner to the packaged goods culture. And when we unfettered the restaurant from the packaged goods, culture, and allowed you to be who you were, and put the right leadership, ie, you, all of a sudden, the company thrived because you enhance that service culture. You enhanced the operating model. And it was one of the best performing stocks and enhance the shareholder value of existing PepsiCo shareholders and all the new young shareholders that came in. So I think it was a big win win.

David Novak 41:03

Absolutely. You know, and I thank you very much for his I had the time of my life building that company is great. What anxieties did you have personally, as a leader stepping into a role like that? You see,

Indra Nooyi 41:14

the period from 2001 to 2006, was the glory days of the CPG world. Walmart was growing in leaps and bounds. You know, the developed world was doing very well emerging markets, but only then emerging China, India were just emerging. But it was a glorious time where, you know, everything was coming up roses. Yet, as I looked at the economy, as I looked at the trends, I realized that we were in for rocky times, I saw Walmart slowing down and growth, I saw a looming financial crisis because of the excessive leverage in the system. And I saw tremendous growth in the emerging markets where we were underrepresented. So I'm sitting here going, how are we going to navigate as a company through all these changes. And while we had to deal with all these external changes, internally in the company, our bottling system was behaving, you know, in interesting ways, we had to address that. And we had to figure out how to do all this without having the investors say, Hey, why aren't you delivering the kind of returns that we expect from PepsiCo? So there was a lot of anxiety when I took over. And I realized that I could have all the anxieties inside, but to the company, I had to project confidence, optimism, a can do spirit, and a must do resolve. So it was tough times, I must

David Novak 42:39

say, when you when you have this macro environment, you know, that's right out there. And you know, you're the CEO, and you want to project this? Did you have any tricks that you would use to get yourself all ready to go to project what you had to project as a leader, even though you had some of these concerns?

Indra Nooyi 42:57

Well, you know, the one thing I've learned is don't, don't lie to the people don't tell your people one thing when the reality is something different. So I confronted the truth with my people and said, Hey, this is the nature of the environment in front of us, Let's all make sure we all understand it together, because we're going to have to navigate it together. But it's not enough to tell them what the environment is going to look like. I also had to tell them exactly what we were going to do. What we were going to do in the short term, medium term and long term, I told them the short term what they needed to do just to keep the performance going, in the medium term, what kind of acquisitions we were going to make to bolster the company's portfolio in emerging and developing markets. And for the for the long term, what were we going to do today to invest in r&d, to start the portfolio transformation, to put in place multiple initiatives, which will not pay out today, but require investment today, to pay out in the long term? Now, I was scared, David, because I didn't know whether people were subscribed to this. What surprised me the most was they did, they were in fact, relieved that that's what we were going to do. Because we're all seeing the trends. And then we just

David Novak 44:11

knew you didn't have your head in the sand and that you got it and then that gave them confidence that you could go into the, into the future to gather, you know, and or one of the things that you really espouse is the importance of corporations making a difference in in the world and that, you know, we can really do that, you know, and in you really have embarked on for a number of years, this whole idea of performance with purpose. What do you mean by that? And how did you get to that?

Indra Nooyi 44:39

I've performance with purpose has been the driving principle of this company. And I tell you, it's a profound set of words because initially people will say, Oh, this is about corporate social responsibility. It's not because CSR by itself is how you spend the money you make, you know, when you give to Some charitable causes. To me performance with purpose was how do you drive performance with the deliberate sense of purpose, which enhances the delivery of performance? So it was a virtuous circle. And purpose in my mind had three elements to it. The first was human sustainability, how do you transform this product portfolio? So going into the future, it was future proofed and kept drawing. The second part was environmental sustainability, how do you make sure that you reduce your carbon footprint, reduce water usage, because if you did that, you lower costs, and societies give you a license to operate. Because if you use a lot of water in and your plant is in a water, distressed area, people throw you out. And the third part was talent, sustainability, how do you make sure you have an environment where you bring the best and brightest into PepsiCo, and simply put, you cannot deliver performance unless you transform the product portfolio because the consumer was changing. If you don't get a license to operate from society, which is part of environmental sustainability, you can't deliver performance. And if you don't have great people, you can't deliver performance. So to me, profits, product, climate and people is what the ecosystem is all about. And why did I do it? I honestly believe companies are like little republics. You know, given our market cap, we are the 37th largest country in the world. And we are a company which has global governance. And you know, countries don't have global governance, they have country governance. So we can actually lift and shift best practices, we can leverage our powerful distribution systems do so much to help countries around the world to address their issues, which in turn creates more consumers for our products. So I honestly believe that if we wanted to be the good company, good commercially good ethically, we had to embrace performance with purpose in order to do our duty as a responsible multinational in every country in which we operated. And I felt that that was the only way corporations should behave. And that's why performance purpose was born in 2006. It has sustained even today. And if you ask anybody in PepsiCo, they'll tell you, that's why they started PepsiCo.

David Novak 47:20

That's, that's great. And, you know, I think that people don't want to go to work every day to be a part of something mediocre. They want to go to work every day to be a part of something they're proud of, and really work on greatness. And I think that's a very aspirational vision for your company. Now, I know along the way you made you developed a framework one of the frameworks that you learned maybe from your consulting days or the importance of the framework where you decided to categorize PepsiCo products is as fun for you better for you and good for you. And, and, you know, this put each of the products into into one of those buckets. Now, what was your thinking behind that?

Indra Nooyi 47:58

You know, the product portfolio is so broad and so diverse. And, you know, I felt that PepsiCo sometimes is viewed as a soda and chips company, when in reality, we had a wide variety of products, the good food products but products with positive nutrition products with grains, fruit and vegetable protein, sports nutrition, that's what we call good for you. are fun for you, on the other hand was your sodas, full sugar sodas, your Lay's Doritos all of that was your fun for you products when you had a diet product which was a soda with zero calorie that was a better for you product. And so our goal was invest in all three buy dial up the better for you and good for you. Now when our thinking is evolved David in the better for you category earlier better for you was versus the fun for you. So if it was a zero calorie product was better for you. If it had reduced sugar, it was better for you. But it was always relative to the fun for you. Recently though, we've said let's make the definition more science based and use external externally developed criteria. So if externally they say products which have so much saturated fat is considered Alright, products with this level of sodium is okay. Products with this level of sugar is okay to consume. Then, we use those criteria to define what we call a guilt free portfolio, which include products with positive nutrition like Quaker Oats and Tropicana juice and products that scientific authorities like the who the Institute of Medicine have deemed adequate levels or acceptable levels of sugar, fat and salt. And so we've now defined the portfolio in a broader way. And we are working the whole portfolio to move more and more from fun for you to guilt free products and the ideas enjoy our products

David Novak 49:59

and So you can do you make great tasting food and all different venues, which is fantastic. And you know, I know though one of the challenges you had when you went for this transformation is you've got Pepsi and Lay's potato chips and Doritos, which are the fun for you products. And as you're trying to transform the company move into the better for a year or the area where you know, the consumers gone. You had a lot of people saying, Hey, don't you believe in our core products? And how did you handle that?

Indra Nooyi 50:27

Oh, boy, that was tough times, David, because, you know, I'm a full sugar Pepsi drinker. And I eat a bag of Lay's every day. So I actually love those products. And people who complain to me that I should not transform the portfolio invest in what we have today, I did something very simple. I said to them, Look, guys, let's look at the products that deplete when we have our meetings. When we were in the 1990s, everybody was drinking full sugar, Pepsi and do and CRMs and things like that, as you go to the 2000 2006. If I looked at the depletion rate, it was more died Pepsi, Pepsi Max. And as you got to 2006 2007, the trend shifted again, we were consuming more Aquafina. And I said to them hang on a second, if we are changing our own eating and drinking habits. Why do you think consumers are then are changing the eating and drinking habits? We're becoming a repertoire, I'm not suggesting you should swing the pendulum widely. All that I'm saying is, we ought to invest broadly, in fun for you, better for you, and good for you. And if we don't offer a balanced portfolio of great tasting products to our consumers, we're going to lose this competitive battle. Initially there was resistance, I think, emotionally they bought it. But intellectually they were not willing to accept it. Right. Right. And how

David Novak 51:53

did you personally handle the that criticism that you know, you were getting in some corners of the world,

Indra Nooyi 51:59

I in many corners, many, many corners, retired executives, in a long serving executive, some investors, I think what really withstood the test of time was two things. One, I had tremendous resolve on our strategy, I was convinced this was the only strategy this company should be following. And the only way we're going to change that direction is that the board had fired me. Second, we had an unbelievably good board, the board bought into the strategy and said, This is the only way you should lead the company. And when you had the board in your corner, and you know a vocal involved, detail oriented board in your corner, who we're not going to be swung by any disgruntled ex employee, you know that you're on the right track. So the combination of the unbelievable board support, and my own personal results, is what allowed me to keep the strategy going. And then you know, our employee started to buy in. And, you know, one success begets other successes, and that's why we are where we are today.

David Novak 53:03

Absolutely. That's great. And, you know, when you're speaking of your employees, you know, what do you do to really motivate the troops? What do you what do you think is the key to motivation?

Indra Nooyi 53:14

Now, PepsiCo is a great place to work. So first of all, people love coming to work at PepsiCo. But David, you know, we've learned a lot from you to this culture of recognition is very important. People like to be recognized for small things and big things. And we've put in place many many recognition programs and PepsiCo in on a day to day basis any any manager can recognize somebody at PepsiCo by giving them a coupon or a little gift or a little a ticket to something so you can do anything on a local basis. But in an institutionalized basis, we actually do a lot of recognition. Every year we do the Ring of Honor, which is the frontline salesman of PepsiCo, salesmen and saleswomen. About 300 of them come to purchase from around the world. And for three days, we treat them fantastically, and say thank you to them for this unbelievable job. They're doing the front lines of PepsiCo, because they do a good job and we get all the credit. So these are unbelievable people who make PepsiCo look good every day on the shelves. So that's a big program. Eight years ago, I put in something called circle of champions, which is for all the people in the factory floors. Because we were lauding the salespeople, we forgot the people in the factory floors. So the circle of champions is all the people in the factory floor, same number that come in in October, and we have this unbelievable celebration of their successes. We do the heavy rustle diversity and inclusion. Are we really promoting diversity? Are we embracing diversity? Are we complimenting people on their diversity initiatives? We do that the Steve Randleman DNI award, we give our r&d awards every function has an award ceremony, which gives awards to people who do A great job. And then people like our caddy, give out this crushed coke can for somebody who does something to take on. Yeah, but you know, you do all those things to be learned from you. And so I think across this company, this cultural recognition is simply ingrained. And from my perspective, one of the things that I've gotten the most satisfaction, restoring award is not giving them a little certificate or whatever. When I write letters to parents of some of my executives, and I tell the parents what a great job their son or daughter is doing. That recognition is worth more than money, stock grants, hugs, tickets, anything, because at the end of the day, and I go back to where I started, when your parents say to you, I am so proud of you. And your boss has wrote to me saying that you awesome. And the look on their face, is worth a million dollars. And that's what I do very regularly in PepsiCo because to me, that gives me more satisfaction than anything else.

David Novak 56:06

You clearly understand the power of recognition and the privilege of being able to give it and the privilege of being the CEO and what that would mean to a mom and dad to receive a letter from you. That's outstanding. You know, PepsiCo is known for its leadership development. And, you know, what do you think makes a great leader? What do you really look for in leadership?

Indra Nooyi 56:28

You know, there's all these soft skills, hard skills, people, you know, look at all of these tests that people can take to assess for leadership qualities. But when I interview somebody, I look for two or three things. First, is I talked to the person and I have the conversation with them? Are they curious? Do they really want to be a lifelong student? Do they ask the right questions to get to the next level of insight? That's something I look for very carefully, because I hate people who walk in and want to maintain status quo. I love people who are lifelong learners, we're always pushing the boundaries. That's one thing I look for. Second, I look for people who believe in high quality work. Do people really sweat the details? Do they really want to look at the product that they turn out and say, Yeah, this is the absolute best I could have done as opposed to, let's just get something out to her. She'll fix it anyway, I hate that kind of performance. And the third and the most important, I should have started with it, but I'm going to end with it as I look for people who throw their head, heart and hands into the job. Sometimes people just come to work saying, hey, it's a job. It's not a job. It's a calling, it's a passion. It's a it's a something that consumes your life. And you've got to come in with a sense of optimism, you've got to come in with a sense of, I can do it. A sense of I can do it, it must be done. I'm gonna get everybody with me to get it done. There's got to be this constant love for the company that you project constantly. And, you know, when we do the interview process, not so many people bubble up through these criteria, they pass on the first and second when it comes to the third. Now when they show this apathy, a little bit of a screen in front of them. I don't like the my like the Scorpios like you and me who bring everything the kitchen sink. Because we just throw ourselves into the job and we love what we do. We just I love what I do. David, I've always loved what I was doing.

David Novak 58:35

Yeah. You know, one of the things that you've demonstrated in this podcast is just your belief in all people, and how everybody makes a difference in your company. I knew I would learn some more by it's been in some more time with you, and I loved every bit of it. Thank you very much,

Indra Nooyi 58:50

David, thank you for having me. And I look forward to seeing you again.

John Calipari 59:02

Now we're

David Novak 59:02

all driven to be successful. But when you spend time with Andrew, you can see that we unlock a whole new level of success when we elevate those around us. And now it's time for my favorite part of our podcast episode. This is where I give you some coaching to help you develop as a leader this week as part of your weekly development plan. Here's what I want you to do. Make it a point intentionally lift up someone on your team, you probably already know exactly who it needs to be. Maybe shoot them a thoughtful email, give them a public shout out, create a development opportunity. Heck, you can even take a page out of Andrews playbook and write a note to their parents. But find more and more ways to build up your team and I guarantee you, you'll find your leadership skills will build up as well. So do you want to know how leaders lead what we learned today is the great leaders look for ways to elevate others. Thanks again for tuning in to another episode of how leaders lead where every Thursday You get to listen in. While I interview some of the very best leaders in the world. I make it a point to give you something simple on each episode that you can apply to your business so that you will become the best leader you can be

","2020-09-03",9,"2025-10-02T12:52:35.000000Z",{"_63":232,"_112":236,"_19":234,"_114":-5,"_115":238,"_116":245,"_117":-5,"_118":240,"_119":241,"_120":-5},{"_63":93,"_21":222,"_223":641},[639],{"_63":78,"_112":121,"_19":62,"_114":-5,"_115":-5,"_116":-5,"_117":-5,"_118":-5,"_119":-5,"_120":-5},{"_63":80,"_112":113,"_19":89,"_114":-5,"_115":-5,"_116":-5,"_117":-5,"_118":-5,"_119":-5,"_120":-5},{"_63":93,"_21":222,"_223":640},{"_125":64,"_92":93},{"_125":64,"_92":93},1298,"Brag on your team to their parents","WEBVTT\n\n1\n00:00:00.000 --> 00:00:03.280\nAnd from my perspective, one of the things that I've gotten the most\n\n2\n00:00:03.280 --> 00:00:04.080\nsatisfaction\n\n3\n00:00:04.080 --> 00:00:09.760\nis not an award, it's not giving them a little certificate or whatever. When I\n\n4\n00:00:09.760 --> 00:00:10.720\nwrite letters to\n\n5\n00:00:10.720 --> 00:00:15.760\nparents of some of my executives and I tell the parents, \"What a great job\n\n6\n00:00:15.760 --> 00:00:16.640\ntheir son or daughter\n\n7\n00:00:16.640 --> 00:00:24.220\nis doing.\" That recognition is worth more than money, stock grants, hugs,\n\n8\n00:00:24.220 --> 00:00:25.840\ntickets, anything.\n\n9\n00:00:26.480 --> 00:00:30.280\nBecause at the end of the day and I go back to where I started, when your\n\n10\n00:00:30.280 --> 00:00:31.920\nparents say to you,\n\n11\n00:00:31.920 --> 00:00:36.710\n\"I am so proud of you.\" And your boss just wrote to me saying that you are\n\n12\n00:00:36.710 --> 00:00:37.120\nawesome.\n\n13\n00:00:37.120 --> 00:00:43.820\nAnd the look on their face is worth a million dollars. And that's what I do\n\n14\n00:00:43.820 --> 00:00:44.560\nvery regularly in\n\n15\n00:00:44.560 --> 00:00:48.320\nPepsiCo because to me that gives me more satisfaction than anything else.\n\n16\n00:00:48.320 --> 00:00:49.940\nYeah, you clearly\n",3318000,3366599,"Recognition, appreciation, parents, family, letters, notes","brag-on-your-team-to-their-parents","MY2XO3OPhkXLwZMCzxjD19Foz6Gt014X8p00A02MQtexIo","kc6FUpg01HuyQ1QQiXsA8f02GVCdQGjurc1WSwy00gU4dc","2025-03-07T15:42:49.000000Z","https://www.howleaderslead.com/clips/1298/brag-on-your-team-to-their-parents",{"_63":64,"_65":66,"_67":68,"_69":28,"_70":71,"_72":73,"_74":75,"_76":75,"_77":78,"_79":80,"_81":82,"_83":-5,"_84":-5,"_85":-5,"_86":-5,"_87":62,"_88":89,"_90":91,"_92":93,"_94":656,"_96":-5,"_97":657,"_107":658,"_109":659,"_111":-5},{"_63":164,"_128":226,"_154":227,"_435":627,"_452":628,"_151":629,"_153":630,"_76":166,"_456":-5,"_74":166,"_457":-5,"_229":230,"_231":232,"_160":-5,"_79":-5,"_458":631,"_460":632,"_228":-5,"_125":64,"_81":633,"_84":-5,"_85":-5,"_86":-5,"_233":234,"_235":236,"_237":238,"_239":240,"_179":-5,"_183":-5,"_119":241,"_242":-5,"_88":-5,"_96":-5,"_243":655,"_203":-5,"_109":-5,"_111":-5},{"_63":232,"_112":236,"_19":234,"_114":-5,"_115":238,"_116":245,"_117":-5,"_118":240,"_119":241,"_120":-5},{"_63":93,"_21":222,"_223":662},[660],{"_63":78,"_112":121,"_19":62,"_114":-5,"_115":-5,"_116":-5,"_117":-5,"_118":-5,"_119":-5,"_120":-5},{"_63":80,"_112":113,"_19":89,"_114":-5,"_115":-5,"_116":-5,"_117":-5,"_118":-5,"_119":-5,"_120":-5},{"_63":93,"_21":222,"_223":661},{"_125":64,"_92":93},{"_125":64,"_92":93},1297,"Performance and purpose go hand in hand","WEBVTT\n\n1\n00:00:00.000 --> 00:00:01.000\nto that.\n\n2\n00:00:01.000 --> 00:00:09.740\nI've, performance of purpose has been the driving principle of this company.\n\n3\n00:00:09.740 --> 00:00:10.280\nAnd I tell you,\n\n4\n00:00:10.280 --> 00:00:13.210\nit's a profound set of words because initially people would say, \"Oh, this is\n\n5\n00:00:13.210 --> 00:00:13.920\nabout corporate\n\n6\n00:00:13.920 --> 00:00:19.720\nsocial responsibility.\" It's not because CSR by itself is, \"How do you spend\n\n7\n00:00:19.720 --> 00:00:20.160\nthe money\n\n8\n00:00:20.160 --> 00:00:25.130\nyou make? Where do you give to some charitable causes?\" To me, performance with\n\n9\n00:00:25.130 --> 00:00:26.200\npurpose was,\n\n10\n00:00:26.200 --> 00:00:30.900\nhow do you drive performance with the deliberate sense of purpose which\n\n11\n00:00:30.900 --> 00:00:32.280\nenhances the delivery\n\n12\n00:00:32.280 --> 00:00:36.470\nof performance, which is a virtuous circle? And purpose in my mind had three\n\n13\n00:00:36.470 --> 00:00:36.960\nelements\n\n14\n00:00:36.960 --> 00:00:43.000\nto it. The first was human sustainability. How do you transform this product\n\n15\n00:00:43.000 --> 00:00:43.960\nportfolio?\n\n16\n00:00:43.960 --> 00:00:49.970\nSo going into the future, it was future-proofed and kept growing. The second\n\n17\n00:00:49.970 --> 00:00:50.920\npart was environmental\n\n18\n00:00:50.920 --> 00:00:55.200\nsustainability. How do you make sure that you reduce your carbon footprint,\n\n19\n00:00:55.200 --> 00:00:55.840\nreduce water\n\n20\n00:00:55.840 --> 00:01:00.930\nusage? Because if you did that, your lower costs and societies give you a\n\n21\n00:01:00.930 --> 00:01:02.640\nlicense to operate.\n\n22\n00:01:02.640 --> 00:01:06.730\nBecause if you use a lot of water and your plant is in a water distressed area,\n\n23\n00:01:06.730 --> 00:01:06.920\npeople\n\n24\n00:01:06.920 --> 00:01:10.950\nwill throw you out. And the third part was talent sustainability. How do you\n\n25\n00:01:10.950 --> 00:01:11.320\nmake sure\n\n26\n00:01:11.320 --> 00:01:15.360\nyou have an environment where you bring the best and brightest into PepsiCo?\n\n27\n00:01:15.360 --> 00:01:15.760\nAnd simply\n\n28\n00:01:15.760 --> 00:01:19.980\nput, you cannot deliver performance unless you transform the product portfolio\n\n29\n00:01:19.980 --> 00:01:20.320\nbecause\n\n30\n00:01:20.320 --> 00:01:25.140\nthe consumer was changing. If you don't get a license to operate from society,\n\n31\n00:01:25.140 --> 00:01:25.280\nwhich is\n\n32\n00:01:25.280 --> 00:01:29.890\npart of environmental sustainability, you can't deliver performance. And if you\n\n33\n00:01:29.890 --> 00:01:30.040\ndon't\n\n34\n00:01:30.040 --> 00:01:35.900\nhave great people, you can't deliver performance. So to me, profits, product,\n\n35\n00:01:35.900 --> 00:01:37.240\nplanet and people\n\n36\n00:01:37.240 --> 00:01:39.460\nis what the ecosystem is all about.\n",2679540,2777000,"Corporate responsibility, CSR, corporate social responsibility, performance, purpose, sustainability, environment, climate, talent, product, PepsiCo","performance-and-purpose-go-hand-in-hand","jNQCQuv1nI7hHPFfy9n7gv00S6BO1tN01xM01azouiNTvs","9zibNzr27XUZNHKDGdIYBvvbdVfhp1e00ECg53zPazk00","2025-03-07T15:43:12.000000Z","https://www.howleaderslead.com/clips/1297/performance-and-purpose-go-hand-in-hand",{"_63":64,"_65":66,"_67":68,"_69":28,"_70":71,"_72":73,"_74":75,"_76":75,"_77":78,"_79":80,"_81":82,"_83":-5,"_84":-5,"_85":-5,"_86":-5,"_87":62,"_88":89,"_90":91,"_92":93,"_94":677,"_96":-5,"_97":678,"_107":679,"_109":680,"_111":-5},{"_63":164,"_128":226,"_154":227,"_435":627,"_452":628,"_151":629,"_153":630,"_76":166,"_456":-5,"_74":166,"_457":-5,"_229":230,"_231":232,"_160":-5,"_79":-5,"_458":631,"_460":632,"_228":-5,"_125":64,"_81":633,"_84":-5,"_85":-5,"_86":-5,"_233":234,"_235":236,"_237":238,"_239":240,"_179":-5,"_183":-5,"_119":241,"_242":-5,"_88":-5,"_96":-5,"_243":676,"_203":-5,"_109":-5,"_111":-5},{"_63":232,"_112":236,"_19":234,"_114":-5,"_115":238,"_116":245,"_117":-5,"_118":240,"_119":241,"_120":-5},{"_63":93,"_21":222,"_223":683},[681],{"_63":78,"_112":121,"_19":62,"_114":-5,"_115":-5,"_116":-5,"_117":-5,"_118":-5,"_119":-5,"_120":-5},{"_63":80,"_112":113,"_19":89,"_114":-5,"_115":-5,"_116":-5,"_117":-5,"_118":-5,"_119":-5,"_120":-5},{"_63":93,"_21":222,"_223":682},{"_125":64,"_92":93},{"_125":64,"_92":93},1296,"How to talk to your team in a downturn","WEBVTT\n\n1\n00:00:00.000 --> 00:00:04.600\nYou know, the one thing I've learned is don't lie to the people.\n\n2\n00:00:04.600 --> 00:00:08.800\nDon't tell your people one thing when the reality is something different.\n\n3\n00:00:08.800 --> 00:00:11.240\nSo I confronted the truth with my people and said,\n\n4\n00:00:11.240 --> 00:00:15.160\nhey, this is the nature of the environment in front of us.\n\n5\n00:00:15.160 --> 00:00:17.920\nLet's all make sure we all understand it together because we're going to have\n\n6\n00:00:17.920 --> 00:00:18.000\nto\n\n7\n00:00:18.000 --> 00:00:19.480\nnavigate it together.\n\n8\n00:00:19.480 --> 00:00:22.720\nBut it's not enough to tell them what the environment is going to look like.\n\n9\n00:00:22.720 --> 00:00:25.880\nI also had to tell them exactly what we were going to do.\n\n10\n00:00:26.960 --> 00:00:31.400\nWhat we were going to do in the short term, medium term and long term.\n\n11\n00:00:31.400 --> 00:00:34.050\nI told them in the short term what they needed to do just to keep the\n\n12\n00:00:34.050 --> 00:00:35.720\nperformance going.\n\n13\n00:00:35.720 --> 00:00:39.520\nIn the medium term, what kind of acquisitions we were going to make to bolster\n\n14\n00:00:39.520 --> 00:00:43.280\nthe company's portfolio in emerging and developing markets.\n\n15\n00:00:43.280 --> 00:00:48.440\nAnd for the long term, what were we going to do today to invest in R&D,\n\n16\n00:00:48.440 --> 00:00:53.040\nto start the portfolio transformation, to put in place multiple initiatives,\n\n17\n00:00:53.040 --> 00:00:57.650\nwhich will not pay out today, but require investment today to pay out in the\n\n18\n00:00:57.650 --> 00:00:58.800\nlong term.\n\n19\n00:00:58.800 --> 00:01:02.280\nNow, I was scared, David, because I didn't know whether people would subscribe\n\n20\n00:01:02.280 --> 00:01:03.640\nto this.\n\n21\n00:01:03.640 --> 00:01:07.320\nWhat surprised me the most was they did.\n\n22\n00:01:07.320 --> 00:01:11.160\nThey were in fact relieved that that's what we were going to do because we're\n\n23\n00:01:11.160 --> 00:01:13.160\nall seeing the trends.\n",2578639,2650799,"Communication, downturn, recession, culture, transparency, transparent, truthful, truth, plan, planning","how-to-talk-to-your-team-in-a-downturn","ba01xQeXt2mm01Uc3wSeqVWfUi01UuJFR4AW5pdH47HkeE","wTH9dw3c00uCK37eh701fvLIrNkrrS2xHvftbs00KDLo94","2025-03-07T15:42:50.000000Z","https://www.howleaderslead.com/clips/1296/how-to-talk-to-your-team-in-a-downturn",{"_63":64,"_65":66,"_67":68,"_69":28,"_70":71,"_72":73,"_74":75,"_76":75,"_77":78,"_79":80,"_81":82,"_83":-5,"_84":-5,"_85":-5,"_86":-5,"_87":62,"_88":89,"_90":91,"_92":93,"_94":698,"_96":-5,"_97":699,"_107":700,"_109":701,"_111":-5},{"_63":164,"_128":226,"_154":227,"_435":627,"_452":628,"_151":629,"_153":630,"_76":166,"_456":-5,"_74":166,"_457":-5,"_229":230,"_231":232,"_160":-5,"_79":-5,"_458":631,"_460":632,"_228":-5,"_125":64,"_81":633,"_84":-5,"_85":-5,"_86":-5,"_233":234,"_235":236,"_237":238,"_239":240,"_179":-5,"_183":-5,"_119":241,"_242":-5,"_88":-5,"_96":-5,"_243":697,"_203":-5,"_109":-5,"_111":-5},{"_63":232,"_112":236,"_19":234,"_114":-5,"_115":238,"_116":245,"_117":-5,"_118":240,"_119":241,"_120":-5},{"_63":93,"_21":222,"_223":704},[702],{"_63":78,"_112":121,"_19":62,"_114":-5,"_115":-5,"_116":-5,"_117":-5,"_118":-5,"_119":-5,"_120":-5},{"_63":80,"_112":113,"_19":89,"_114":-5,"_115":-5,"_116":-5,"_117":-5,"_118":-5,"_119":-5,"_120":-5},{"_63":93,"_21":222,"_223":703},{"_125":64,"_92":93},{"_125":64,"_92":93},1295,"Let deep analysis inform strategic decisions","The process behind the decision to spin off PepsiCo’s restaurants into their own separate business","WEBVTT\n\n1\n00:00:00.000 --> 00:00:03.720\nsystem. So the first thing we had to do was rather than just say we ought to\n\n2\n00:00:03.720 --> 00:00:04.240\nspin out the\n\n3\n00:00:04.240 --> 00:00:09.000\nrestaurants, understand the restaurant business, understand, you know, what's\n\n4\n00:00:09.000 --> 00:00:09.600\nthe future of the\n\n5\n00:00:09.600 --> 00:00:13.500\nrestaurant business, what's needed to be successful in the restaurant business,\n\n6\n00:00:13.500 --> 00:00:14.720\nwhy can't PepsiCo\n\n7\n00:00:14.720 --> 00:00:19.260\nbe successful in the business? And we had to do that deep analysis so that we\n\n8\n00:00:19.260 --> 00:00:20.320\ncould convince people\n\n9\n00:00:20.320 --> 00:00:24.310\non facts, not on emotion, because analysts at that time were saying just spin\n\n10\n00:00:24.310 --> 00:00:24.880\nit off.\n\n11\n00:00:25.680 --> 00:00:29.170\nBut you know what, you don't give away one of your children, because the\n\n12\n00:00:29.170 --> 00:00:30.320\nrestaurant's business\n\n13\n00:00:30.320 --> 00:00:34.590\nwas grown in PepsiCo and everybody in restaurants where PepsiCo people that we\n\n14\n00:00:34.590 --> 00:00:35.680\nall loved had great\n\n15\n00:00:35.680 --> 00:00:40.100\nrelationships with. So in order to come up with any decision regarding\n\n16\n00:00:40.100 --> 00:00:41.760\nrestaurants, whether to keep\n\n17\n00:00:41.760 --> 00:00:46.030\nit, improve its performance, operate it differently or spin it out, we had to\n\n18\n00:00:46.030 --> 00:00:47.440\nunderstand the business\n\n19\n00:00:47.440 --> 00:00:53.990\ncold. So for six months in a very small circle, we embarked on a very deep\n\n20\n00:00:53.990 --> 00:00:55.920\nstrategic analysis\n\n21\n00:00:55.920 --> 00:01:01.400\nof the QSR industry. What was going on? What are the trends? You know, how is\n\n22\n00:01:01.400 --> 00:01:02.960\nthis whole new build\n\n23\n00:01:02.960 --> 00:01:08.030\nversus franchise versus operating by the company? How is that model changing?\n\n24\n00:01:08.030 --> 00:01:08.800\nHow are the economics\n\n25\n00:01:08.800 --> 00:01:12.710\nof restaurant management changing? What kind of people should be in restaurants\n\n26\n00:01:12.710 --> 00:01:13.360\n? And again,\n\n27\n00:01:13.360 --> 00:01:18.410\nusing the consulting analogy, visited restaurants, spoke to owners, spoke to\n\n28\n00:01:18.410 --> 00:01:19.440\nfranchisees,\n\n29\n00:01:19.440 --> 00:01:25.450\nwatched franchisees that work as opposed to company people at work. You know,\n\n30\n00:01:25.450 --> 00:01:25.920\nunderstood the\n\n31\n00:01:25.920 --> 00:01:31.040\nbusiness ground up, understood the economics, understood the future cold. And\n\n32\n00:01:31.040 --> 00:01:32.160\nit led us to the\n\n33\n00:01:32.160 --> 00:01:37.160\nconclusion that not to spin out the restaurant, that's not the word I would use\n\n34\n00:01:37.160 --> 00:01:38.480\n. I say we decided\n\n35\n00:01:38.480 --> 00:01:43.490\nto unfetter the restaurant business from the rest of PepsiCo. Very important\n\n36\n00:01:43.490 --> 00:01:44.800\nbecause it was a\n\n37\n00:01:44.800 --> 00:01:49.360\nwonderful business, but it was in fact, prisoner to the packaged goods culture.\n\n38\n00:01:49.360 --> 00:01:54.210\nAnd when we unfettered the restaurant from the packaged goods culture and\n\n39\n00:01:54.210 --> 00:01:55.040\nallowed you to be\n\n40\n00:01:55.040 --> 00:02:00.360\nwho you were and put the right leadership, i.e. you, all of a sudden the\n\n41\n00:02:00.360 --> 00:02:02.000\ncompany thrived because\n\n42\n00:02:02.000 --> 00:02:07.120\nyou enhanced that service culture, you enhanced the operating model, and it was\n\n43\n00:02:07.120 --> 00:02:07.760\none of the best\n\n44\n00:02:07.760 --> 00:02:12.470\nperforming stocks and enhanced the shareholder value of existing PepsiCo\n\n45\n00:02:12.470 --> 00:02:13.680\nshareholders and all\n\n46\n00:02:13.680 --> 00:02:17.600\nthe new Yum shareholders that came in. So I think it was a big win-win.\n",2326880,2463489,"Analysis, data, research, strategy, positioning, company strategy, spin off, restaurants, PepsiCo, business model, culture, decision, decision making","let-deep-analysis-inform-strategic-decisions","1lC02ot3hVUWaYz9FLBW2PErxydSSZBfZH7FsYsYuYrY","sJ1a0000sGxON1B7902PxsNnYohzEBJkVxsi2BwqlONuyg","2025-03-07T15:42:55.000000Z","https://www.howleaderslead.com/clips/1295/let-deep-analysis-inform-strategic-decisions",{"_63":64,"_65":66,"_67":68,"_69":28,"_70":71,"_72":73,"_74":75,"_76":75,"_77":78,"_79":80,"_81":82,"_83":-5,"_84":-5,"_85":-5,"_86":-5,"_87":62,"_88":89,"_90":91,"_92":93,"_94":720,"_96":-5,"_97":721,"_107":722,"_109":723,"_111":-5},{"_63":164,"_128":226,"_154":227,"_435":627,"_452":628,"_151":629,"_153":630,"_76":166,"_456":-5,"_74":166,"_457":-5,"_229":230,"_231":232,"_160":-5,"_79":-5,"_458":631,"_460":632,"_228":-5,"_125":64,"_81":633,"_84":-5,"_85":-5,"_86":-5,"_233":234,"_235":236,"_237":238,"_239":240,"_179":-5,"_183":-5,"_119":241,"_242":-5,"_88":-5,"_96":-5,"_243":719,"_203":-5,"_109":-5,"_111":-5},{"_63":232,"_112":236,"_19":234,"_114":-5,"_115":238,"_116":245,"_117":-5,"_118":240,"_119":241,"_120":-5},{"_63":93,"_21":222,"_223":726},[724],{"_63":78,"_112":121,"_19":62,"_114":-5,"_115":-5,"_116":-5,"_117":-5,"_118":-5,"_119":-5,"_120":-5},{"_63":80,"_112":113,"_19":89,"_114":-5,"_115":-5,"_116":-5,"_117":-5,"_118":-5,"_119":-5,"_120":-5},{"_63":93,"_21":222,"_223":725},{"_125":64,"_92":93},{"_125":64,"_92":93},1294,"Improve your consulting (and your leadership) by offering a framework","WEBVTT\n\n1\n00:00:00.000 --> 00:00:04.560\nA consultant is not brought in because of their knowledge of the industry.\n\n2\n00:00:04.560 --> 00:00:08.960\nThey're not brought in just because they're objective, because you can ask any\n\n3\n00:00:08.960 --> 00:00:09.360\nman on the\n\n4\n00:00:09.360 --> 00:00:13.160\nroad or woman on the road and they'll give you an objective perspective.\n\n5\n00:00:13.160 --> 00:00:18.180\nConsultants are brought in to provide frameworks, provide you a way of thinking\n\n6\n00:00:18.180 --> 00:00:18.520\n, provide the\n\n7\n00:00:18.520 --> 00:00:26.030\ncompany a framework that challenges status quo in the company or reaffirms the\n\n8\n00:00:26.030 --> 00:00:26.620\nway things\n\n9\n00:00:26.620 --> 00:00:28.320\nare being done in the company.\n\n10\n00:00:28.320 --> 00:00:32.800\nToo often we think the consultancy expert is going to give us the answer.\n\n11\n00:00:32.800 --> 00:00:38.900\nWhat I learned in my consulting time is how do you develop frameworks to help\n\n12\n00:00:38.900 --> 00:00:39.200\ncompanies\n\n13\n00:00:39.200 --> 00:00:40.800\ngo through a thought process?\n\n14\n00:00:40.800 --> 00:00:45.350\nAnd that framework was developed based on a rich understanding of the firm\n\n15\n00:00:45.350 --> 00:00:46.240\nitself based\n\n16\n00:00:46.240 --> 00:00:49.800\non all the work they've done, but my own understanding based on the work that I\n\n17\n00:00:49.800 --> 00:00:50.080\nhad\n\n18\n00:00:50.080 --> 00:00:51.080\ndone.\n\n19\n00:00:51.080 --> 00:00:55.210\nAnd as I watched my time through BCG, my frameworks got more rigorous, more\n\n20\n00:00:55.210 --> 00:00:56.680\nwell thought through,\n\n21\n00:00:56.680 --> 00:00:57.980\nAll clients sensitive.",2206119,2263639,"Consulting, consultants, framework, perspective, status quo, growth","improve-your-consulting-and-your-leadership-by-offering-a-framework","evBm2GjacWrNDdUn02Q02PQ8NHiZJNwYmF5tS02DUhnH2Y","Km00G017mIaRw8CBwDlF2y6WotqKBKMUVRs7aFTSy02900U","2025-03-24T16:32:49.000000Z","https://www.howleaderslead.com/clips/1294/improve-your-consulting-and-your-leadership-by-offering-a-framework",{"_63":64,"_65":66,"_67":68,"_69":28,"_70":71,"_72":73,"_74":75,"_76":75,"_77":78,"_79":80,"_81":82,"_83":-5,"_84":-5,"_85":-5,"_86":-5,"_87":62,"_88":89,"_90":91,"_92":93,"_94":741,"_96":-5,"_97":742,"_107":743,"_109":744,"_111":-5},{"_63":164,"_128":226,"_154":227,"_435":627,"_452":628,"_151":629,"_153":630,"_76":166,"_456":-5,"_74":166,"_457":-5,"_229":230,"_231":232,"_160":-5,"_79":-5,"_458":631,"_460":632,"_228":-5,"_125":64,"_81":633,"_84":-5,"_85":-5,"_86":-5,"_233":234,"_235":236,"_237":238,"_239":240,"_179":-5,"_183":-5,"_119":241,"_242":-5,"_88":-5,"_96":-5,"_243":740,"_203":-5,"_109":-5,"_111":-5},{"_63":232,"_112":236,"_19":234,"_114":-5,"_115":238,"_116":245,"_117":-5,"_118":240,"_119":241,"_120":-5},{"_63":93,"_21":222,"_223":747},[745],{"_63":78,"_112":121,"_19":62,"_114":-5,"_115":-5,"_116":-5,"_117":-5,"_118":-5,"_119":-5,"_120":-5},{"_63":80,"_112":113,"_19":89,"_114":-5,"_115":-5,"_116":-5,"_117":-5,"_118":-5,"_119":-5,"_120":-5},{"_63":93,"_21":222,"_223":746},{"_125":64,"_92":93},{"_125":64,"_92":93},1293,"Good, hard work is the foundation of success","WEBVTT\n\n1\n00:00:00.000 --> 00:00:02.160\n- You know, thank you for that question.\n\n2\n00:00:02.160 --> 00:00:04.200\nI was born and brought up in India,\n\n3\n00:00:04.200 --> 00:00:07.040\nin the south of India, in a city that was called Madras,\n\n4\n00:00:07.040 --> 00:00:08.480\nnow called Chennai.\n\n5\n00:00:08.480 --> 00:00:11.480\nAnd I was born and brought up in a very conservative\n\n6\n00:00:11.480 --> 00:00:14.480\nSouth Indian family, a very middle-class family.\n\n7\n00:00:14.480 --> 00:00:16.080\nWe were rich in intellect,\n\n8\n00:00:16.080 --> 00:00:19.760\nwe were rich in family connections, being together.\n\n9\n00:00:19.760 --> 00:00:21.320\nWe didn't have much money.\n\n10\n00:00:21.320 --> 00:00:23.640\nBut it didn't matter because we didn't know\n\n11\n00:00:23.640 --> 00:00:24.680\nwhat having money was.\n\n12\n00:00:24.680 --> 00:00:26.680\nWe were very happy with what we had.\n\n13\n00:00:26.680 --> 00:00:29.800\nWe focused on education.\n\n14\n00:00:29.800 --> 00:00:33.560\nWe focused on respecting each other, working hard.\n\n15\n00:00:33.560 --> 00:00:35.800\nAnd my grandfather, my paternal grandfather,\n\n16\n00:00:35.800 --> 00:00:38.120\nwas a very strong figure in our family.\n\n17\n00:00:38.120 --> 00:00:39.760\nAlways believed that it didn't matter\n\n18\n00:00:39.760 --> 00:00:41.280\nif you were a girl or a boy.\n\n19\n00:00:41.280 --> 00:00:44.920\nJust study hard, work hard and always deliver\n\n20\n00:00:44.920 --> 00:00:47.200\non what you committed to deliver upon.\n\n21\n00:00:47.200 --> 00:00:50.360\nAnd if you did that, your life is gonna be set forever.\n\n22\n00:00:50.360 --> 00:00:53.280\nAnd don't be too ambitious, don't be too political,\n\n23\n00:00:53.280 --> 00:00:55.880\ndon't always be thinking about the next thing you wanna do.\n\n24\n00:00:55.880 --> 00:00:59.680\nJust do what you're given, do it well.\n\n25\n00:00:59.680 --> 00:01:02.160\nAnd do it better than anybody else can do it.\n\n26\n00:01:02.160 --> 00:01:04.440\nAnd if you did that, the whole world will sit up\n\n27\n00:01:04.440 --> 00:01:05.840\nand take notice.\n\n28\n00:01:05.840 --> 00:01:08.440\nAnd that's the spirit that he inculcated in us.\n\n29\n00:01:08.440 --> 00:01:10.680\nAnd we didn't even know what having money was.\n\n30\n00:01:10.680 --> 00:01:13.480\nWe were happy with the little we had.\n\n31\n00:01:13.480 --> 00:01:15.000\nBut the family was together,\n\n32\n00:01:15.000 --> 00:01:16.920\nthe extended family was together.\n\n33\n00:01:16.920 --> 00:01:19.720\nAnd we just built off of each other and just worked hard.\n\n34\n00:01:19.720 --> 00:01:21.240\nThat's all I know.\n",1686519,1766699,"Work, hard work, upbringing, India, mindset, family","good-hard-work-is-the-foundation-of-success","SzBBaDUWm01pnvZFoFugX902IWPqLD6TUv15c2PccMBBI","MFTStGOIOU5aXPobyymBj02dRCba00oxXG95ryIZpkfbo","2025-03-07T15:20:46.000000Z","https://www.howleaderslead.com/clips/1293/good-hard-work-is-the-foundation-of-success",{"_63":64,"_65":66,"_67":68,"_69":28,"_70":71,"_72":73,"_74":75,"_76":75,"_77":78,"_79":80,"_81":82,"_83":-5,"_84":-5,"_85":-5,"_86":-5,"_87":62,"_88":89,"_90":91,"_92":93,"_94":762,"_96":-5,"_97":763,"_107":764,"_109":765,"_111":-5},{"_63":164,"_128":226,"_154":227,"_435":627,"_452":628,"_151":629,"_153":630,"_76":166,"_456":-5,"_74":166,"_457":-5,"_229":230,"_231":232,"_160":-5,"_79":-5,"_458":631,"_460":632,"_228":-5,"_125":64,"_81":633,"_84":-5,"_85":-5,"_86":-5,"_233":234,"_235":236,"_237":238,"_239":240,"_179":-5,"_183":-5,"_119":241,"_242":-5,"_88":-5,"_96":-5,"_243":761,"_203":-5,"_109":-5,"_111":-5},{"_63":232,"_112":236,"_19":234,"_114":-5,"_115":238,"_116":245,"_117":-5,"_118":240,"_119":241,"_120":-5},{"_63":93,"_21":222,"_223":768},[766],{"_63":78,"_112":121,"_19":62,"_114":-5,"_115":-5,"_116":-5,"_117":-5,"_118":-5,"_119":-5,"_120":-5},{"_63":80,"_112":113,"_19":89,"_114":-5,"_115":-5,"_116":-5,"_117":-5,"_118":-5,"_119":-5,"_120":-5},{"_63":93,"_21":222,"_223":767},{"_125":64,"_92":93},{"_125":64,"_92":93},1292,"WEBVTT\n\n1\n00:00:00.000 --> 00:00:03.640\nWhen I left PepsiCo, we could get saying,\n\n2\n00:00:03.640 --> 00:00:07.180\nwhy didn't you replace yourself with a woman CEO?\n\n3\n00:00:07.180 --> 00:00:10.160\nWhy don't they ask the men that?\n\n4\n00:00:10.160 --> 00:00:13.280\nWhy haven't you replaced yourself with a woman CEO?\n\n5\n00:00:13.280 --> 00:00:15.680\nSo I think it's a question of all of us\n\n6\n00:00:15.680 --> 00:00:19.020\nhave to pull each other up.\n\n7\n00:00:19.020 --> 00:00:21.400\nWomen should not be mentoring just women.\n\n8\n00:00:21.400 --> 00:00:23.440\nMen should not be mentoring just men.\n\n9\n00:00:23.440 --> 00:00:24.640\nIt should be all over the place.\n\n10\n00:00:24.640 --> 00:00:25.680\nMen should mentor women.\n\n11\n00:00:25.680 --> 00:00:26.840\nWomen should be mentoring men\n\n12\n00:00:26.840 --> 00:00:28.600\nbecause we all learn from each other.\n\n13\n00:00:28.600 --> 00:00:30.520\nSo I always tell people,\n\n14\n00:00:30.520 --> 00:00:33.200\nif you go and get a female mentor,\n\n15\n00:00:33.200 --> 00:00:36.120\nyou'll just get a feel for the other side,\n\n16\n00:00:36.120 --> 00:00:39.200\nyou know, the EQ more than just the IQ.\n\n17\n00:00:39.200 --> 00:00:41.600\nYou'll understand business from the point of view\n\n18\n00:00:41.600 --> 00:00:43.760\nof somebody quite different.\n\n19\n00:00:43.760 --> 00:00:47.520\nI'll make sure you understand everybody's point of view.\n\n20\n00:00:47.520 --> 00:00:51.680\nAnd that's why I think that it always helps to have\n\n21\n00:00:51.680 --> 00:00:54.360\nmale mentors, but it also helps to have female mentors\n\n22\n00:00:54.360 --> 00:00:56.680\nbecause they give you just a slightly different perspective.\n\n23\n00:00:56.680 --> 00:00:57.520\n- Yeah.\n",1331939,1388359,"Men, women, diversity, mentorship, mentor, culture, development, female CEO, perspective, point of view, EQ, emotional intelligence","OgzKKivGF81snY7sXdkt83EvIjpfrr1R5sWmfk7jS1E","NT6FAvnX8anSEV11NueumV00AVXPLDygzmpJL61wG5v8","2025-03-07T15:20:39.000000Z","https://www.howleaderslead.com/clips/1292/the-power-of-having-diverse-mentors",{"_63":64,"_65":66,"_67":68,"_69":28,"_70":71,"_72":73,"_74":75,"_76":75,"_77":78,"_79":80,"_81":82,"_83":-5,"_84":-5,"_85":-5,"_86":-5,"_87":62,"_88":89,"_90":91,"_92":93,"_94":781,"_96":-5,"_97":782,"_107":783,"_109":784,"_111":-5},{"_63":164,"_128":226,"_154":227,"_435":627,"_452":628,"_151":629,"_153":630,"_76":166,"_456":-5,"_74":166,"_457":-5,"_229":230,"_231":232,"_160":-5,"_79":-5,"_458":631,"_460":632,"_228":-5,"_125":64,"_81":633,"_84":-5,"_85":-5,"_86":-5,"_233":234,"_235":236,"_237":238,"_239":240,"_179":-5,"_183":-5,"_119":241,"_242":-5,"_88":-5,"_96":-5,"_243":780,"_203":-5,"_109":-5,"_111":-5},{"_63":232,"_112":236,"_19":234,"_114":-5,"_115":238,"_116":245,"_117":-5,"_118":240,"_119":241,"_120":-5},{"_63":93,"_21":222,"_223":787},[785],{"_63":78,"_112":121,"_19":62,"_114":-5,"_115":-5,"_116":-5,"_117":-5,"_118":-5,"_119":-5,"_120":-5},{"_63":80,"_112":113,"_19":89,"_114":-5,"_115":-5,"_116":-5,"_117":-5,"_118":-5,"_119":-5,"_120":-5},{"_63":93,"_21":222,"_223":786},{"_125":64,"_92":93},{"_125":64,"_92":93},1291,"WEBVTT\n\n1\n00:00:00.000 --> 00:00:04.200\nTypically what happens is this unconscious bias more than conscious bias.\n\n2\n00:00:04.200 --> 00:00:09.600\nSometimes when a woman is talking somebody will roll their eyes or when\n\n3\n00:00:09.600 --> 00:00:15.440\nsomebody who's diverse of any kind talks or says something some group in the\n\n4\n00:00:15.440 --> 00:00:20.480\nmeeting would roll their eyes or cut them off. You know you can't you can't\n\n5\n00:00:20.480 --> 00:00:25.240\nallow that to happen. They may not even realize they're doing it but you've got\n\n6\n00:00:25.240 --> 00:00:29.280\nto stop that and say hey why did you stop why did you talk over that person?\n\n7\n00:00:29.280 --> 00:00:33.280\nWhy did you cut that person off? Why did you roll your eyes when that person\n\n8\n00:00:33.280 --> 00:00:33.400\nwas\n\n9\n00:00:33.400 --> 00:00:37.320\ntalking? What was the issue you were you know addressing when you rolled your\n\n10\n00:00:37.320 --> 00:00:42.560\neyes? So at every point when you see bad behavior conscious or unconscious you\n\n11\n00:00:42.560 --> 00:00:42.600\n've\n\n12\n00:00:42.600 --> 00:00:48.440\ngot to call it out right there. If it happens again again it's conscious. If it\n\n13\n00:00:48.440 --> 00:00:52.440\nhappens once and they change it was unconscious the first time. So you give\n\n14\n00:00:52.440 --> 00:00:56.600\nthem a pass the first time the second time you get serious and the third time\n\n15\n00:00:56.600 --> 00:01:02.200\nyou really go for some action. So I think it's a question of education it's a\n\n16\n00:01:02.200 --> 00:01:08.720\nquestion of giving them a chance, modeling their behavior back to them and\n\n17\n00:01:08.720 --> 00:01:14.960\nseeing how they feel about it. It's a process it doesn't happen overnight.\n",654000,727159,"Bias, DEI, diversity, workplace, equity, inclusion, bias intervention, workplace behavior, culture","pjsjkHKOtFu9TgNYPLGc2QQ53JMPLPlvmLTDzOf9u9A","pHdkl4Lf7qac9xcfe98ONLYFzSng102nMV2wpHI473T00","2025-03-07T15:20:35.000000Z","https://www.howleaderslead.com/clips/1291/call-out-bias-when-you-see-it",{"_63":64,"_65":66,"_67":68,"_69":28,"_70":71,"_72":73,"_74":75,"_76":75,"_77":78,"_79":80,"_81":82,"_83":-5,"_84":-5,"_85":-5,"_86":-5,"_87":62,"_88":89,"_90":91,"_92":93,"_94":800,"_96":-5,"_97":801,"_107":802,"_109":803,"_111":-5},{"_63":164,"_128":226,"_154":227,"_435":627,"_452":628,"_151":629,"_153":630,"_76":166,"_456":-5,"_74":166,"_457":-5,"_229":230,"_231":232,"_160":-5,"_79":-5,"_458":631,"_460":632,"_228":-5,"_125":64,"_81":633,"_84":-5,"_85":-5,"_86":-5,"_233":234,"_235":236,"_237":238,"_239":240,"_179":-5,"_183":-5,"_119":241,"_242":-5,"_88":-5,"_96":-5,"_243":799,"_203":-5,"_109":-5,"_111":-5},{"_63":232,"_112":236,"_19":234,"_114":-5,"_115":238,"_116":245,"_117":-5,"_118":240,"_119":241,"_120":-5},{"_63":93,"_21":222,"_223":806},[804],{"_63":78,"_112":121,"_19":62,"_114":-5,"_115":-5,"_116":-5,"_117":-5,"_118":-5,"_119":-5,"_120":-5},{"_63":80,"_112":113,"_19":89,"_114":-5,"_115":-5,"_116":-5,"_117":-5,"_118":-5,"_119":-5,"_120":-5},{"_63":93,"_21":222,"_223":805},{"_125":64,"_92":93},{"_125":64,"_92":93},1290,"WEBVTT\n\n1\n00:00:00.000 --> 00:00:01.600\nwhat do you learn from it?\n\n2\n00:00:01.600 --> 00:00:04.360\n- You know, multiple crises, if I go back to,\n\n3\n00:00:04.360 --> 00:00:05.680\nyou know, just my PepsiCo days,\n\n4\n00:00:05.680 --> 00:00:08.200\nI was there for 25 years, you know,\n\n5\n00:00:08.200 --> 00:00:12.000\nwhen your CFO and president and IT is reporting to you\n\n6\n00:00:12.000 --> 00:00:16.080\nand you have a major system failure, that's a crisis.\n\n7\n00:00:16.080 --> 00:00:18.240\nBefore a Memorial Day, all the processing,\n\n8\n00:00:18.240 --> 00:00:22.000\noh my God, you get, I mean, you just freak out\n\n9\n00:00:22.000 --> 00:00:24.760\nwhen you have the financial crisis\n\n10\n00:00:24.760 --> 00:00:27.520\nand business is really taking a beating.\n\n11\n00:00:27.520 --> 00:00:29.720\nYou know, it's a crisis you have to deal with\n\n12\n00:00:29.720 --> 00:00:32.560\nwhen an activist investor comes into your stock,\n\n13\n00:00:32.560 --> 00:00:34.600\nyou know, it's a crisis you have to deal with.\n\n14\n00:00:34.600 --> 00:00:38.560\nAnd each of these, I think for a brief moment you panic,\n\n15\n00:00:38.560 --> 00:00:41.600\nthat's inevitable, but then a good leader recovers\n\n16\n00:00:41.600 --> 00:00:44.040\nfrom the panic really fast and says,\n\n17\n00:00:44.040 --> 00:00:46.720\nokay, I've done with the panic game a few minutes.\n\n18\n00:00:46.720 --> 00:00:48.480\nNow let me see what I can do about it\n\n19\n00:00:48.480 --> 00:00:51.640\nbecause being in a state of panic doesn't help.\n\n20\n00:00:51.640 --> 00:00:55.360\nPeople are looking up to you to see what you want them to do.\n\n21\n00:00:55.360 --> 00:00:57.080\nYou have to provide the direction.\n\n22\n00:00:57.080 --> 00:00:59.560\nSo you collect yourself and you sit up and you say,\n\n23\n00:00:59.560 --> 00:01:02.440\nokay, let's put our arms around the issue.\n\n24\n00:01:02.440 --> 00:01:05.960\nLet's really understand what's going on.\n\n25\n00:01:05.960 --> 00:01:07.400\nLet's bring the experts in the room,\n\n26\n00:01:07.400 --> 00:01:10.040\nlet's learn from them and then start together,\n\n27\n00:01:10.040 --> 00:01:12.120\ncraft a plan forward.\n\n28\n00:01:12.120 --> 00:01:14.800\nIt's tough because deep down inside,\n\n29\n00:01:14.800 --> 00:01:16.360\nyou're feeling terrible about the fact\n\n30\n00:01:16.360 --> 00:01:18.880\nthat you have to handle this issue.\n\n31\n00:01:18.880 --> 00:01:22.400\nBut I tell you, after the first crisis you've had,\n\n32\n00:01:22.400 --> 00:01:23.480\nthe second one gets better,\n\n33\n00:01:23.480 --> 00:01:25.320\nthe third one gets even better\n\n34\n00:01:25.320 --> 00:01:26.680\nand it's a learning process.\n\n35\n00:01:26.680 --> 00:01:29.480\nBut I have to tell you, every crisis\n\n36\n00:01:29.480 --> 00:01:32.360\nthat you go through makes you a better person.\n",353340,443219,"Crisis, crisis management, crisis communication, strategy, panic, plan","YlW01jXCUB1ilpjoa8YTDQqkk00aa6pWLjvraa1gTiQSg","UrqOSGXTyXu2TNSFPeMYcf4IZ9kXfYeIl02yXdDs01iTI","https://www.howleaderslead.com/clips/1290/handling-one-crisis-makes-the-next-one-easier",{"_63":64,"_65":66,"_67":68,"_69":28,"_70":71,"_72":73,"_74":75,"_76":75,"_77":78,"_79":80,"_81":82,"_83":-5,"_84":-5,"_85":-5,"_86":-5,"_87":62,"_88":89,"_90":91,"_92":93,"_94":818,"_96":-5,"_97":819,"_107":820,"_109":821,"_111":-5},{"_63":164,"_128":226,"_154":227,"_435":627,"_452":628,"_151":629,"_153":630,"_76":166,"_456":-5,"_74":166,"_457":-5,"_229":230,"_231":232,"_160":-5,"_79":-5,"_458":631,"_460":632,"_228":-5,"_125":64,"_81":633,"_84":-5,"_85":-5,"_86":-5,"_233":234,"_235":236,"_237":238,"_239":240,"_179":-5,"_183":-5,"_119":241,"_242":-5,"_88":-5,"_96":-5,"_243":817,"_203":-5,"_109":-5,"_111":-5},{"_63":232,"_112":236,"_19":234,"_114":-5,"_115":238,"_116":245,"_117":-5,"_118":240,"_119":241,"_120":-5},{"_63":93,"_21":222,"_223":824},[822],{"_63":78,"_112":121,"_19":62,"_114":-5,"_115":-5,"_116":-5,"_117":-5,"_118":-5,"_119":-5,"_120":-5},{"_63":80,"_112":113,"_19":89,"_114":-5,"_115":-5,"_116":-5,"_117":-5,"_118":-5,"_119":-5,"_120":-5},{"_63":93,"_21":222,"_223":823},{"_125":64,"_92":93},{"_125":64,"_92":93},{"_63":164,"_128":226,"_154":227,"_435":627,"_452":628,"_151":629,"_153":630,"_76":166,"_456":-5,"_74":166,"_457":-5,"_229":230,"_231":232,"_160":-5,"_79":-5,"_458":631,"_460":632,"_228":-5,"_125":64,"_81":633,"_84":-5,"_85":-5,"_86":-5,"_233":234,"_235":236,"_237":238,"_239":240,"_179":-5,"_183":-5,"_119":241,"_242":-5,"_88":-5,"_96":-5,"_243":828,"_203":-5,"_109":-5,"_111":-5},{"_63":365,"_128":399,"_154":400,"_435":451,"_452":453,"_151":454,"_153":455,"_76":166,"_456":-5,"_74":166,"_457":-5,"_229":401,"_231":402,"_160":-5,"_79":-5,"_458":459,"_460":461,"_228":-5,"_125":64,"_81":462,"_84":-5,"_85":-5,"_86":-5,"_233":403,"_235":404,"_237":405,"_239":406,"_179":-5,"_183":-5,"_119":407,"_242":-5,"_88":-5,"_96":-5,"_243":827,"_203":-5,"_109":-5,"_111":-5},{"_63":402,"_112":404,"_19":403,"_114":-5,"_115":405,"_116":409,"_117":-5,"_118":406,"_119":407,"_120":-5},{"_63":232,"_112":236,"_19":234,"_114":-5,"_115":238,"_116":245,"_117":-5,"_118":240,"_119":241,"_120":-5},{"_63":93,"_21":222,"_223":830},{"_125":64,"_92":93},{"_125":64,"_92":93},"user","token","favorites",[],"collections",[],"env",{"_840":841,"_842":843,"_844":845,"_846":847,"_848":849},"GOOGLE_CLIENT_ID","644017954836-qpllhu38r0tsrtfq85ukntcvsb0akbht.apps.googleusercontent.com","APPLE_CLIENT_ID","com.howleaderslead.webapp","APPLE_REDIRECT_URI","https://www.howleaderslead.com/auth/apple-callback","APP_URL","https://howleaderslead.com","GTM_ID",""]

Indra Nooyi

Episodes

Videos

Clips