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• W91244356 abstract "How does a leading executive in today's complex business world go about creating a climate of effectiveness and innovation? A good candidate for providing valid insight into this issue is a gentleman who has served as a high-level corporate officer at a well-known international company, Mr. Al Carey. As immediate past president and chief executive officer, Mr. Carey led PepsiCo's Frito-Lay North American Division of snack and convenience foods-the company's largest producer and most profitable operating division on this continent. Mr. Carey previously served as president of PepsiCo's successful Power of One Program, a cross-divisional customer-service strategy that leverages the combined strengths and capabilities of all its businesses under a unified approach to serving customers. He is currently CEO of PepsiCo Beverages, the single largest entity under the Pepsi umbrella of companies.To illuminate the strategies and leadership-related activities he implements at one of the world's most-recognized international firms, the following interview with Mr. Carey covers four distinct areas of specific significance to modern leaders: 1) The concept of speed of and how this affects both internal teamwork and external alliances; 2) How a leader's coachability helps in developing both knowledge and talent; 3) A global firm's ability to incorporate environmental sustainment as a key factor for success; and 4) The manner by which innovation creates value for all stakeholders, especially customers.The Speed of TrustAs they conduct their daily lives, people place an extraordinaiy amount of trust in eveiy person they encounter. trust that drivers will remain in the proper traffic lanes on the interstate, that elevators will ascend and descend safely, and that their children will come home from school eveiy day unharmed. Eveiy working individual conducts countless daily business transactions which are largely dependent on trusting both internal team members (such as employees, supervisors, and management team members) and external stakeholders (such as customers, and supporting partners).Interviewer:In his landmark article two decades ago, Butler (1991) addressed extant conditions that can lead to trust. These conditions were availability, competence, consistency, discreetness, fairness, integrity, loyalty, openness, promise fulfillment, and receptivity. More recently research has examined and supported Butler's work in different settings including Li's (2013) look at relational trust and Olson and Olson's (2012) study on virtual team trust. Mr. Carey, based upon your experience at Frito-Lay and PepsiCo, which of Butler's ten conditions seem most relevant, and why?AC:When it comes to trust, character, and competence are important components. Character comprises several of the conditions you mentioned. For example, I would say that character involves fairness, integrity, and openness. It goes back to the old saying, They don't care how much you know, until they know how much you care. How much you care is based on character. Leaders must demonstrate over and over how much they care about eveiyone they come in contact with. This includes customers, employees at all levels, vendors, consultants, supply-chain partners, and shareholders. With equal parts competence and character, you have a solid leader.Interviewer:Butler (1991) also mentions that critical incidents can lead to destruction of trust, and that sometimes power differences can affect reciprocal trust conditions. What challenges have you seen in this regard?AC:Command-and-control leadership style is one that is broadly practiced but not effective long term. It is veiy top down but will not empower employees to own their results. Sometimes, when performance lags, empowering leaders can drift back and forth from empowerment and command and control. When that happens, employees get confused and credibility is lost. …" @default.
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• W91244356 date "2013-01-01" @default.
• W91244356 modified "2023-09-23" @default.
• W91244356 title "An Interview on Leadership with Al Carey, CEO, PepsiCo Beverages" @default.
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