Chanda Kochhar Quotes

Distributed workforces are most likely to succeed if their culture is one that values and prioritizes face-to-face communications.

I find out as much from the guy in backstage TV as I do from my C.F.O. Anybody can e-mail me. I do town halls with employees at least once every eight weeks. I'm out there, and it makes a huge difference.

'Lead with LUV' is the first book I've ever done that's just a pure conversation between my coauthor and me.

No one gave me a recipe for how to create company culture. I wish I had had one.

If the employees fundamentally trust the C.E.O., then communications will be vastly more efficient than if they don't. Telling things as they are is a critical part of building this trust.

I have a foundational belief that business results start with culture and your people.

The most important part of any acquisition is your ability to culturally integrate the people in the companies you acquire and your company.

Great companies in the way they work, start with great leaders.

Sharing information with employees makes them feel invested.

The world is full of CEOs that think that just because they write a memo or they write a letter inside an annual report or they give a little video speech that gets sent around the company, they think that's what's really going to affect employees.

Company culture is my number one priority. It's more important than the team, the product, the business model, or the investors. All of those things can be fixed and made better over time. But culture has to be established on Day 1.

Whether you're a founder, a leader, or an individual contributor, building a strong team is critical to your success.

When you start to prioritize hiring likable people within your organization, these likable people will attract other likable people.

It doesn't matter what's written on a coffee mug or on a 'culture' slide; what you do as a CEO, day in and day out, and how you behave will define your company's culture.

I believe in MWA - management by walking around - so I spend as much time as possible traveling and visiting franchise partners. You only learn by walking around and meeting people.

The organization reflects the behavior and characteristics of the CEO, and that establishes the culture. Foster an environment of open communication, and the organization inherits a culture of open communication.

Not a manager or an executive yet? It's not too early to practice. Many companies are always looking for people to volunteer to help coordinate happy hours, onboard new employees, or plan the holiday party.

Have very frequent talks with employees because they are your best allies.

What's increasingly clear is that when you are open to a discussion of leadership, and you're relating it to your company, it is much easier to get people to become open.

A company is only as good as the people it keeps.

As for whether I am a 'new age guru', I am not at all. I help companies build employees who lead without a title and become high performers.

Start with good people, lay out the rules, communicate with your employees, motivate them and reward them. If you do all those things effectively, you can't miss.

There is no better way to manage than by walking around. Autocracy doesn't work. Talk to people in their offices, find out what's on their minds.

I always want to have a personal relationship with everybody that works for me.

As a CEO, you get sucked into dealing with all the tasks of being a CEO. There's a big meeting, a big discussion, and you get into all the big issues, which is your job. But what CEOs often lose sight of is that it's all about the people who work for you. For every 1,000 decisions, 999 were being made when I was not in the room.