The attitude of giving a full commitment to the partnership will usually result in getting the same commitment in return.
— Denise Morrison
The best companies will build culturally diverse leadership teams and workforces with divergent backgrounds, perspectives, and ideas.
When I was growing up, my father helped kindle my passion for innovation and technology. He was a high-ranking executive at AT&T and used our family dinner table as a focus group.
There are going to be priorities and multiple dimensions of your life, and how you integrate that is how you find happiness.
You need to be strategic about how you define your leadership journey and where that takes you.
Moving with the times is an important idea for strategy today.
It's okay to fail if you learn from it.
As the leader, you're empowering talent. Once you've given the direction, it's a joy to see it put into action, to see people on every level of the company carrying out the strategy.
I have observed that people make strategic plans for brands, businesses, and companies, but they are not always strategic about themselves.
It is not about finding a work-life balance, but, rather, it's about work-life integration. I've learned to integrate my work and life so that the two exist as harmoniously as possible and priorities can be set.
When I was a manager, I was incredibly results-driven - on a mission at all times.
Women need to think about where they've been, where they are, where they're going, and how they're going to get there.
I believe women need to take charge.
We are exploring creative models to pursue innovation outside the confines of our normal process, taking calculated risks and learning from them.
I describe my career path as a zigzag, not a ladder.
We must form public-private partnerships to collectively improve children's health.
The entrepreneurial spirit has moved from the garage in high-tech to the kitchen in food.
Trust implies that both parties participate in the relationship with both 'gives' and 'gets.'
When Dad came home from work, he'd turn our family dinners into tutorials on business, money, sales, and profit margins. He shared fascinating stories about his customers, marketing, and my favorite topic when I was a kid - new product launches. Our father also took us to his office before the advent of 'Take Your Child to Work Day.'
We've navigated a lot of change at Campbell's. The best thing for me to be able to do is to discuss that change with people.
For me, if I knew that I wanted to be a CEO and I set that final destination right up front, that helped me develop a career track.
At Campbell's, we're listening to consumers. We recognize that real and healthier food is better for our consumers and our business. Our goal is to be the leading health and well-being food company.
I know there are no sure bets or overnight miracles.
The best thing you can do as a leader when people are pressed is get the obstacles out of their way.
Women often are so focused on getting their jobs done well that they forget that building relationships is a key part of being a leader - and increasingly so, the higher you go.
The business world needs the best talent from both genders to compete in an ever-changing environment and drive innovation.
Bolthouse is a great strategic fit with Campbell.
We believe GMOs are safe.
My mother taught us that ambition is part of femininity and really taught us to have substance but also style.
I don't know if it's unique to women or not, but I do know that women think that they join a company, and the company will take care of them, as opposed to taking charge.
Being an iconic food company can be both a blessing and a curse. It can be a curse if, amidst change, you maintain the status quo. It is a blessing if you leverage the change coupled with capability to seize new opportunities.
Set ambitious goals and don't be afraid to declare and aim for them. You need to know where you want to go in order to get there. It is important to have a destination in mind.
Sustainability is important because we all are responsible to nourish our planet. And real food should be delicious, safe, affordable, and accessible to all. All without compromise.
I think you have to see two steps ahead of things. That's just the way I roll.
The path to diversity begins with supporting, mentoring, and sponsoring diverse women and men to become leaders and entrepreneurs.
I feel strongly about the need for diversity, and with good reason. I'm from a generation of women that found it exhilarating to shatter the glass ceiling. We viewed obstacles as opportunities and earned our seat at the leadership table.
I want to treat people the way I like to be treated and be very straight with them.
Don't just let your career happen to you.
Transparency doesn't mean much if the consumer doesn't understand what they're looking at.
You embrace disruption. I think it's a good thing.
I talk to my parents a couple of times a week. I talk to my daughters every day.
There's no one way to the top. Make your own opportunities. See around corners. Raise your hand for assignments.
Life's a balancing act. You have multiple roles and goals, and you can do it all - just not all at once.
I think of feedback as constructive, not positive or negative. You choose to do what you want with it.
I've bought companies in response to the seismic shifts - the consumer preference for food and health and well-being and a gravitation toward more fresh and natural and organic.
I learned marketing at my dinner table.
Evolving our culture to operate and think differently is no small task. We are challenging our employees to be the best of both small and big companies - they should operate with the soul and spirit of a startup, while leveraging the scale, resources and capabilities of Campbell - with the goal of ultimately becoming the biggest small company.
You can't become a CEO without working hard and delivering results, but that will only take you so far. Building and leveraging strong relationships with mentors and sponsors will take you the rest of the way.
I'm from a generation of women that shattered the glass ceiling. We didn't wait for doors to open. The lesson I learned is that you need to open some doors for yourself in pursuit of career advancement.
Consumer preferences for food have changed... Changed radically. I call them seismic shifts.
