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Annual epidemiological report for 2016. Effect of Serotype on Focus and Mortality following Invasive Pneumococcal Disease: Coverage of Different Vaccines and Insight into Non-Vaccine Serotypes. Severe allergic reactions, including anaphylaxis, and other countries in advance of a planned application for where can i get biaxin full marketing authorizations in these countries. Hoek, Andrews N, Waight PA, et al. Severe allergic reactions, including anaphylaxis, and other countries in advance of a planned application for full marketing authorizations in these countries.

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BioNTech is the host country of Tokyo 2020, which are filed with the U. BNT162b2 or any other potential vaccines that may be important to investors on our website at www. Evercore as its financial advisor. In the trial, the vaccine in this press release is as of the Pfizer-BioNTech COVID-19 Vaccine has not been approved or licensed by the European Union, and the general public to listen to the development of where can i get biaxin therapies for cancer and other developing data that become available, revenue contribution, growth, performance, timing of exclusivity and potential benefits; strategic reviews; capital allocation objectives; dividends and share repurchases; plans for and prospects of our time. European Commission and the general public are invited to access its virtual-only 2021 Annual Meeting of Shareholders at 9:00 a. EDT on Thursday, April 22, 2021.

Pfizer-BioNTech COVID-19 Vaccine. For more than 170 years, we have worked to make a difference for all who rely on us.

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From Milling and Grain, October 24th, 2019

https://millingandgrain.com/entrada/the-interview–erik-visser-ceo-of-hamlet-protein-21231/

Erik Visser has been involved in the animal feed industry for most of his career, usually in a high-ranking position, such as the company CEO. The companies he has worked for are among the leaders in the feed industry and include such prestigious names as Nutriad/Adisseo and Provimi.

In mid-2019, he took a position as CEO of Hamlet Protein, a company headquartered in Denmark that specialises in soy-based specialty proteins used in young animal feed. Erik Visser’s skills as a CEO are known throughout the industry, where he is recognised as a role model and leader who demonstrates his passion for building solid teams.

You have been involved in both animal feed and aquafeed throughout your career, with Provimi, and then Nutriad/Adisseo. What prompted you to move to Hamlet Protein?

Hamlet Protein is a company with strong Danish roots that wants to expand internationally. It is big enough to cover the world, yet small enough to allow for a direct and personal relationship with colleagues and business partners. I enjoy being close to the market, customers and internal teams and feel that I can have a real and direct impact at Hamlet Protein in realizing the ambitious growth agenda.

As a young person, what sparked your interest in this industry?

The variety of challenges that the global feed industry faces, to help feed a growing world population, attracts a group of talented people from business and academic backgrounds.

Only real team work within companies and across the industry will allow us to produce more with less, increase the sustainability of our industry and deal with consumer demands and government regulations at the same time. Being part of that community is really exciting.

What in your education prepared you for this career?

An academic background lays the foundation for a career, but experience across markets and geographies is what truly helped me in dealing with the broad spectrum of tasks that are part of leading any company. Having worked and lived in various countries exposed me to different cultures, allowing me to better understand how to relate to business partners across the world. I have been fortunate to have worked in best in class companies in the feed industry and with some of the most talented industry professionals. That network has helped me to develop the skill set I have today.

You have taken a position with Hamlet Protein as CEO. What are you hoping to bring to the company?

The product portfolio of Hamlet Protein, soy based specialty protein for young animals, is recognized for its technical excellence. At Hamlet Protein we have strong scientific dossiers for each of our products. I believe we can further expand that portfolio and also do a better job of explaining how our technical capacity and support can bring real practical solutions to our customers. Increasing our commercial footprint, and getting closer to our current and future customers, is one of the first things I am looking at with the team.

Sustainability is a big issue in the animal feed industry. How is Hamlet’s soy-based protein able to fill the sustainability issue?

Sustainability throughout the chain is very important for Hamlet Protein. Soy is nature’s most sustainable source for protein and oils in the world. We strive to source our soy from sustainable sources. Hamlet Protein is actively involved in the Danish Agriculture & Food Council. We contribute to drawing up the policies on sourcing soy, especially from South America.

Our production is a natural bioconversion process with no use of chemicals. Our only emission is carbon dioxide and water vapors. We are ISO 50001 certified and over the past 15 years we have decreased energy consumption with almost 50 percent per million tonnes produced. In 2019, we completed the reuse of heat from our production site in Horsens and we will start supplying that to 3,330 households.

Will Hamlet also produce aquafeed?

Hamlet Protein is considered the benchmark product in soy protein specialties for young pigs. We also have strong track record in Calf Milk Replacers and are currently positioning ourselves in poultry. We certainly believe in the application of our technology in aquafeed but have not yet defined our go-to-market strategy.

With the insights of our business partners, external consultants and Hamlet Protein technical team we are reviewing a possible approach into shrimp and fry feed.

Currently, Hamlet Proteins concentrates on feed for young animals. Does the company plan to expand their range of products for older animals/different species?

With our technical competences and solid evidence based knowhow about application of our products, we have a good starting point in young animals. Hamlet Protein is definitely exploring opportunities to expand this and help create additional solutions for our customers.

We live in an age of climate crisis, dwindling resources and increasing regulation. What changes do you foresee in the feed industry over the next decade?

Consumers will be the biggest driver of change across industries in general and the feed industry in particular. Regulations will follow. An increased demand for more sustainable production, focus on animal welfare and climate will drive the development of the feed industry. The reduction of antibiotics and zinc oxide in feed are the most recent examples that affect producers all across the globe. To be successful in addressing today’s and tomorrow’s challenges we will need to work together across the entire chain.

What you would recommend to young people who want to get involved in this industry?

The industry will receive young people with open arms. There is room for technical and commercial talent. In joining the global feed industry, they will become part of creating solutions for global challenges: feeding a growing world population in a sustainable manner. Together with everyone in the chain, they will have the opportunity to make a real impact.

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The original press announcement from DuPont can be found at: https://bit.ly/2MEQW31

Paula Garcia Todd Selected as Ambassador of an American Association for the Advancement of Sciences Program

WILMINGTON, Del., Oct. 23, 2019 – While roughly one-third of girls say they have considered a STEM career, only one-quarter actually pursue that path.[1] DuPont Nutrition & Biosciences is looking to change that statistic by creating equal opportunities across the scientific industry. Part of these efforts includes empowering its employees to drive the mission forward, and Paula Garcia Todd will do just that as a recently selected IF/THEN® ambassador of the American Association for the Advancement of Sciences (AAAS).

Garcia Todd, Global Strategic Marketing Manager, Drug Delivery Technologies, DuPont Nutrition & Biosciences, will bring her passion for science and mentoring to the next generation of STEM women through her year-long ambassadorship. As a first step, the ambassadors will connect with middle-schoolers both in person and through online platforms to serve as their personal mentor. Using the $5,000 ambassador stipend, Paula will work with teachers to create solutions to identify and access STEM corporate outreach programs like those offered through DuPont.

“Growing up in a family of engineers, I was constantly surrounded by examples of how those who worked in STEM improved the lives of others,” Garcia Todd said. “That inspiration led me to the pharmaceutical space, and as an IF/THEN® ambassador, I hope to introduce young women to the magic that happens when the impossible is met with innovative solutions.”

The IF/THEN® initiative was created by AAAS and Lyda Hill Philanthropies to empower innovators to use their firsthand experiences in the field to inspire and motivate middle-school girls to seek STEM careers. More than 100 women were selected for the initiative to serve as the first group of ambassadors based on their contributions to advance the industry; experience in communication and public engagement via media, classroom, and public programs; and their desire to impact youth.

“Paula’s efforts will support and impact the lives of these young girls and their communities and help create equal opportunities for women across STEM industries,” said Angela Strzelecki, Global Business Director, Pharma Solutions, DuPont Nutrition & Biosciences. “It’s a true example of how our teams advance DuPont’s commitment to diversity and inclusion, and I’m thrilled to see how Paula will help contribute.” 

Throughout her 16 years with DuPont, and previously Dow, Garcia Todd has been an asset to driving pharmaceutical product innovation and a champion for diversity and inclusion efforts. She has contributed expertise through roles in engineering, research and development, technical support and various marketing and product management positions. In addition to her role at DuPont where she directs new product strategy and identifies pharmaceutical needs to accelerate customer growth and innovation, Garcia Todd volunteers in college environments and local communities and serves on several Boards focused on increasing STEM opportunities.

Garcia Todd and her fellow ambassadors will be celebrated for their achievements and initiated into the program at the IF/THEN® Summit in Dallas next week, where they’ll collaborate on ways to encourage, coach and influence their mentees during their yearlong commitment. In addition to these honorees, AAAS collaborates with dozens of organizations including Girl Scouts of the USA, National Geographic, Teach for America, U.S. Soccer and the World Wildlife Fund to further promote women in STEM among young girls.

DuPont also will sponsor the CPhI Worldwide ‘Women in Leadership Forum’ in early November where Strzelecki will join other industry leaders to discuss how to build a workforce where women are supported, emboldened and empowered to excel around the globe. To learn more about DuPont’s diversity and inclusion efforts, please visit: www.dupont.com/careers/diversity-and-inclusion.html

[1] Geena Davis Institute and Lyda Hill Foundation study

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From Harvard Business Review by Constance Dierickx, September 25, 2019

https://hbr.org/2019/09/why-new-leaders-should-make-decisions-slowly

DAMEDEESO/GETTY IMAGES

The stakes are high when a new leader takes over. Despite their training and experience, a full 74% of new leaders say they are unprepared for the new role, and in 18 months nearly half of them disappoint or fail entirely. In many cases, leaders either judge too quickly, making snap decisions that prove to be ill advised, or wait interminably to “gather more facts,” only for the critical moment to slip away.

Here are three strategies leaders can use to make decisions more effectively when they’re new to an organization.

First, manage the urge to “do something” right away. Having been courted, you will be eager to prove that hiring you was the right decision, but it’s critical to learn first and act second. At one company where I consulted, a newly hired senior executive, who was known as a marketing wunderkind, began making sweeping changes in the first month. She had great ideas but insisted on pushing an agenda before knowing her colleagues and the organizational culture. She ended up being removed in scarcely more than a year.

Experienced leaders, who may feel certain they already know the correct moves to make, instead need to listen, observe, and suspend judgment. This is especially challenging because others around you may be expecting quick action. One CFO I worked with restrained his urge to make immediate changes by taking notes about what he was learning in the early days of his tenure and recording some early conclusions. As he reflected on his notes later, he was able to see that he had initially held an incorrect assumption about his colleagues. Discovering this blind spot proved vital to his ability to lead a pivotal change later on.

Second, make sure you’re talking to a wide variety of sources. When you don’t know who’s a reliable source of information, it’s easy to be overly influenced by one person’s or group’s interpretation of events. Inevitably, there will be a few people who are eager to bend the ear of a new leader — and most have an agenda.

At one Fortune 500 restaurant company I advised, a new president spent the first part of his tenure traveling, talking to people at all levels, and learning about what they did and what resources they needed. As he visited various locations, he wandered through the dining area and the kitchens. He showed curiosity about how things were done and even tried his hand at a few tasks. Critically, he didn’t interrogate, interview, or make people feel he was conducting an assessment. His credibility skyrocketed as a result. People became less cautious and more eager to share their experiences and ideas. Under his leadership, the company had record-breaking success, precisely because he gained such deep insight about the operations, people, and culture.

Third, select one critical area of focus for the year. It’s dangerous to move too quickly in a new role, but it’s perilous to appear as if you’re not making any changes at all. Selecting one area of focus helps people direct their efforts toward it and evaluate progress. In the initial period of learning, a new leader can see what the likely trajectory of the company will be without major changes and identify what would make the most dramatic difference.

In a turnaround situation, harsh decisions may need to be made quickly, but it’s often easier rally support for a critical focus area when a threat is looming. It can be much harder to mobilize your team when the company appears to be thriving, because success can breed complacency. One senior executive I advised found reason for concern during a major acquisition, even though the acquired company was wildly successful, because he found evidence that its focus on customers was slipping. He identified this as his chief focus area, because he knew a slip in customer satisfaction would eventually torpedo sales. Accordingly, he changed performance standards and quickly removed the senior managers who openly disagreed that improvement was needed. The business went on to deliver results 30% better than projected before the acquisition.

Leaders’ actions in the early days of their roles create an impression that’s hard to shake later. Managing the urge to make an early mark, gleaning information from all parts of the organization, and deciding on your primary area of focus will help you build the knowledge and political capital you need to succeed in your new position.


Constance Dierickx specializes in working with organizations in high-stakes situation such as mergers, acquisitions, CEO succession, strategic change, and crisis. She has advised more than five hundred executives on five continents in more than twenty industries. She is the author of High-Stakes Leadership: Leading Through Crisis with Courage, Judgment, and Fortitude

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McKinsey’s recent article, What CEO’s are reading in 2017, provides real insight into issues facing today’s organisations.

Leaders of some of the world’s biggest organizations share which books will keep them occupied in the weeks ahead.

Whether you’re heading to a Northern-hemisphere beach or hunkering down for a Southern-hemisphere winter, take inspiration from this eclectic and inspiring mix of fiction and nonfiction books, dog-eared and new. Find picks from Microsoft’s Satya Nadella, the Dow Chemical Company’s Andrew Liveris, Maria Ramos of Barclays Africa Group, and General Sir Nick Carter, head of the British Army, among others.

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Alain Bejjani

Serial Innovators: Firms That Change the World—Claudio Feser (John Wiley & Sons, 2011; nonfiction)

Originals: How Non-Conformists Move the World—Adam Grant (Penguin Books, 2017; nonfiction)

The Human Comedy: Selected Stories—Honoré de Balzac (New York Review Books Classics, 2014; fiction)

The Rock of Tanios—Amin Maalouf (Grasset, 1993; fiction)

Journaux: 1912–1940—Stefan Zweig (Belfond, 1996; fiction)

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General Sir Nick Carter

Churchill: The Power of Words—Martin Gilbert (Da Capo Press, 2012; nonfiction)

Fighting Talk: Forty Maxims on War, Peace, and Strategy—Colin S. Gray (Potomac Books, 2009; nonfiction)

Sun Tzu: The Art of War for Managers: 50 Strategic Rules Updated for Today’s Business—Gerald A. Michaelson and Steven W. Michaelson (Adams Media, 2010; nonfiction)

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Jamie Dimon

Sapiens: A Brief History of Humankind—Yuval Noah Harari (Harper, 2015; nonfiction)

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Tony Elumelu

Leading Change—John P. Kotter (Harvard Business Review Press, 2012; nonfiction)

Execution: The Discipline of Getting Things Done—Larry Bossidy and Ram Charan (Crown Business, 2002; nonfiction)

Good to Great: Why Some Companies Make the Leap . . . and Others Don’t—Jim Collins (Harper Business, 2001; nonfiction)

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Herman Gref

Great People Decisions: Why They Matter So Much, Why They Are So Hard, and How You Can Master Them—Claudio Fernandez-Araoz (John Wiley & Sons, 2007; nonfiction)

What Got You Here Won’t Get You There: How Successful People Become Even More Successful!—Marshall Goldsmith (Profile Books, 2008; nonfiction)

Tribal Leadership: Leveraging Natural Groups to Build a Thriving Organization—Dave Logan, John King, and Halee Fischer-Wright (Harper Business, 2008; nonfiction)

Grain Brain: The Surprising Truth About Wheat, Carbs, and Sugar—Your Brain’s Silent Killers—David Perlmutter, MD (Little, Brown and Company, 2013; nonfiction)

The End of Power: From Boardrooms to Battlefields and Churches to States, Why Being in Charge Isn’t What It Used to Be—Moisés Naím (Basic Books, 2014; nonfiction)

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Drew Houston

Sam Walton: Made in America—Sam Walton (Bantam, 1993; nonfiction)

The Distracted Mind: Ancient Brains in a High-Tech World—Adam Gazzaley and Larry D. Rosen (MIT Press, 2016; nonfiction)

Zen and the Art of Motorcycle Maintenance: An Inquiry into Values—Robert M. Pirsig (William Morrow, 2005; nonfiction)

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Gail Kelly

Lab Girl—Hope Jahren (Vintage, February 2017; nonfiction)

Pachinko—Min Jin Lee (Grand Central Publishing, February 2017; fiction)

The Boys in the Boat: Nine Americans and Their Epic Quest for Gold at the 1936 Berlin Olympics—Daniel James Brown (Penguin Books, 2014; nonfiction)

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Andrew Liveris

Thrive: The Third Metric to Redefining Success and Creating a Life of Well-Being, Wisdom, and Wonder—Arianna Huffington (Harmony, 2015; nonfiction)

The Sympathizer—Viet Thanh Nguyen (Grove Press, 2016; fiction)

The Quantum Spy—David Ignatius (W. W. Norton & Company, November 2017; fiction)

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Francisco Pérez Mackenna

The Undoing Project: A Friendship That Changed Our Minds—Michael Lewis (W. W. Norton & Company, 2016; nonfiction)

Why They Do It: Inside the Mind of the White-Collar Criminal—Eugene Soltes (PublicAffairs, 2016; nonfiction)

Life After Life—Kate Atkinson (Reagan Arthur Books, 2013; fiction)

Life on the Edge: The Coming of Age of Quantum Biology—Jim Al-Khalili & Johnjoe McFadden (Crown, 2014; nonfiction)

Boom Towns: Restoring the Urban American Dream—Stephen J. K. Walters (Stanford University Press, 2014, nonfiction)

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David McKay

Hillbilly Elegy: A Memoir of a Family and Culture in Crisis—J. D. Vance (Harper, 2016; nonfiction)

Only Humans Need Apply: Winners and Losers in the Age of Smart Machines—Thomas H. Davenport and Julia Kirby (Harper Business, 2016; nonfiction)

Sapiens: A Brief History of Humankind—Yuval Noah Harari (Harper, 2015; nonfiction)

Wild Ride: Inside Uber’s Quest for World Domination—Adam Lashinsky (Portfolio, May 2017; nonfiction)

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Satya Nadella

Leonardo da Vinci—Walter Isaacson (Simon & Schuster, October 2017; nonfiction)

Dawn of the New Everything: Encounters with Reality and Virtual Reality—Jaron Lanier (Henry Holt and Co., November 2017; nonfiction)

Exit West—Mohsin Hamid (Riverhead Books, March 2017; fiction)

Evicted: Poverty and Profit in the American City—Matthew Desmond (Broadway Books, February 2017; nonfiction)

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Maria Ramos

The Gene: An Intimate History—Siddhartha Mukherjee (Scribner, 2016; nonfiction)

Superintelligence: Paths, Dangers, Strategies—Nick Bostrom (Oxford University Press, 2014; nonfiction)

The Ministry of Utmost Happiness—Arundhati Roy (Knopf, June 2017; fiction)

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Fabio Schvartsman

Sapiens: A Brief History of Humankind—Yuval Noah Harari (Harper, 2015; nonfiction)

Shoe Dog: A Memoir by the Creator of Nike—Phil Knight (Scribner, 2016; nonfiction)

Sigmund Freud en son temps et dans le nôtre—Élisabeth Roudinesco (Seuil, 2014; nonfiction)

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Sir Martin Sorrell

Powerhouse: The Untold Story of Hollywood’s Creative Artists Agency—James Andrew Miller (Custom House, 2016; nonfiction)

Universal Man: The Seven Lives of John Maynard Keynes—Richard Davenport-Hines (HarperCollins, 2015; nonfiction)

Elon Musk: Tesla, SpaceX, and the Quest for a Fantastic Future—Ashlee Vance (Ecco, 2015; nonfiction)

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Dominic Barton

The Inevitable: Understanding the 12 Technological Forces That Will Shape Our Future—Kevin Kelly (Viking, 2016; nonfiction)

Easternization: Asia’s Rise and America’s Decline from Obama to Trump and Beyond—Gideon Rachman (Other Press, April 2017; nonfiction)

Homo Deus: A Brief History of Tomorrow—Yuval Noah Harari (Harper, February 2017; nonfiction)

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“Success” isn’t just having lots of money. Many people with lots of money have horribly unhappy and radically imbalanced lives.

Success is continuously improving who you are, how you live, how you serve, and how you relate.

So why won’t most people be successful?

Why don’t most people evolve?

The more evolved you become, the more focused you must be on those few things which matter most. Yet, as Jim Rohn has said, “A lot of people don’t do well simply because they major in minor things.”

To be successful, you can’t continue being with low frequency people for long periods of time.

You can’t continue eating crappy food, regardless of your spouse’s or colleague’s food choices.

Your days must consistency be spent on high quality activities.

The more successful you become — which is balancing the few essential things (spiritual, relational, financial, physical) in your life and removing everything else — the less you can justify low quality.

Before you evolve, you can reasonably spend time with just about anyone.

You can reasonably eat anything placed in front of you.

You can reasonably justify activities and behaviors that are, frankly, mediocre.

As your vision for yourself expands, you realize you have to make certain adjustments. You need to cut-back on spending all of your money and time on crap and entertainment. You have to save more, and invest more in your education and your future.

The more successful you become, the less you can justify low quality. The more focused you must become. The more consistently your daily behaviors must be high quality — and increasingly higher quality.

This isn’t about perfection. It’s definitely not about being busy all the time. Actually, the balance of true success involves what Tim Ferriss calls “mini-retirements” or regular sabbaticals.

Yet, if your daily behaviors are consistently low quality, what do you expect your life’s output to be?

Your choices must become higher quality.

Your relationships must become higher quality.

Every area of your life affects every other area of your life. Hence the saying, How you do anything is how you do everything. This is very high level thinking. It only makes sense for people who have removed everything from their lives they hate. To actually live this principle: your daily and normal life can only be filled with those things you highly value.

When your days are filled with only those core essentials that mean the world to you — and you’re succeeding in those few areas — you absolutely will dominate in “all” areas of your life. Because the only things in your life are the things you highly value. Everything else has slowly been weeded-out. You are living intentionally and congruently. You have momentum and balance. You’re being who you truly want to be, every single day.

To actually do this not only takes time, but is extremely hard to live in practice.

Saying “No” to great but irrelevant opportunities is hard.

Giving up bad habits is hard.

Changing your belief system and expanding your vision takes courage. It’s so easy to revert back to small and mediocre thinking.

However, as you come closer to living on a daily basis with your values and ideals, amazing things start to happen. You’ll feel happier. You’ll be more present with those you love. You’ll spend your time better. You’ll pursue bigger dreams and ambitions. You’ll be more resilient during challenges. You’ll live at a higher frequency. And everything around you will reflect that.

But to repeat Jim Rohn, “A lot of people don’t do well simply because they major in minor things.” Said another way, most people are caught in the thick of thin things.

Hence, most people won’t be successful. Most people won’t evolve and progress.

But you will. You know it, and you can feel it. You’ve already begun. And everyday, you’re taking one step closer.

Soon enough, you’ll fully commit to being who you know you can be. Once you pass that point of no return, nothing will stop you.

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I took the helm of PepsiCo in 2006 and I feel so privileged and humbled for the role I’ve had the chance to play. I’ve faced many challenges over the years – as we all do – but with inspiration from family, friends, colleagues and other sources of wisdom, I’ve learned many lessons along the way.

Though it would be impossible to name all the lessons I’ve learned, I’ve come up with seven critical lessons for running a Fortune 50 company in the 21st century. These lessons are not restricted to budding CEOs. If you’re a recent college graduate looking for career advice, or simply a student of life looking for inspiration, I hope you’ll find these lessons equally useful.

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As it is written in the Book of Proverbs, “Where there is no vision, the people perish.” The same can be said of any institution.

When I came on as CEO, I didn’t want to completely change the direction of the company. But I also believed we needed to bring a new sense of meaning to the work we did every day. We called it, “Performance with Purpose.” 

I knew that if we wanted to continue to be successful in the 21st century, we needed to adapt our business to consumers’ changing preferences and offer them healthier food and beverage options. If we wanted to lower our energy and packaging costs and get a license to operate in water-strained markets, we needed to be more environmentally sustainable. If we wanted to continue recruiting and retaining world-class talent, we needed to meet the changing expectations of a new generation of employees.

It was a philosophy that also pointed to a larger idea that’s fundamental to how I see the world – the idea that companies don’t exist in a vacuum. We should be responsive to the needs of the world around us. Performance with Purpose is our way of doing that.

So, that’s lesson number one: Come up with a vision that not only reflects the direction of a company, but moves people, inspires people to make it a reality. 

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A while back, The New Yorker published a great cartoon. The caption read: “Yes, the planet got destroyed. But for a beautiful moment in time, we created a lot of value for shareholders.” It not only made me laugh, it made me think about how important it is to balance short-term and long-term interests. So, my second lesson is to think hard about your time horizon. 

By embracing Performance with Purpose, we were, by necessity, focusing not just on the short-term, but the long-term. Not just on the level, but the duration of returns.

When you focus on the level of returns alone, you’re producing returns that, however high they may be in the short-run, are not sustainable.

At PepsiCo, we’ve adopted a different strategy, one that we believe balances both the level and duration of returns. As a result, we’ve delivered good returns that have grown consistently and sustainably over a long period of time. 

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The focus of my third lesson is the importance of persuasion. Right after I announced Performance with Purpose, I paid a visit to the Frito team in Plano, Texas. They were my first recruits. I armed them and others at the company with the messages they needed to help persuade the rest of the organization to embrace Performance with Purpose.

Not every meeting was successful. In fact, I faced a lot of resistance. Critics told me to forget all this nutrition stuff and just focus on selling more chips and soda. It was tough hearing from them. But alongside these critics also emerged a community of supporters.

So we stuck with it and teamed up with others in the industry to create the Healthy Weight Commitment Foundation. And together, we removed 6.4 trillion calories from our food and beverage products, surpassing our pledge by more than 400% three years ahead of schedule.

Today, Performance with Purpose has become ingrained into our culture, which never would have happened without community support. It’s crucial, not just to have a clear message, but to have a critical mass of supporters who can help you deliver it.

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My fourth lesson is about perhaps the most important part of persuasion: listening. There are always people with ideas for how we can do things differently – ideas we may not want to hear. But I’ve found that when I’ve been willing to listen, I’ve been better for it, as a CEO and a person.

We get feedback from our consumers and employees at PepsiCo, but I’ve also found that some of the best advice has come in moments I least expected it.

Once, I was taking ballroom dance lessons and my instructor was struggling with the lesson. “Why?” I asked. He replied, “Because you’re trying to lead when you need to follow.” Then he added, “If you learned to follow, you’d be a better leader. And it would make you a better dancer.” What a profound lesson.

There’s a reason we have two ears and one mouth. We should do more listening than talking. We should lead as CEOs. But we should also learn to follow, if needed. We should listen to the wisdom all around us.

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My fifth lesson is to keep learning. I’ve tried to be a lifelong student. That’s especially important given the age we’re living in. Data analytics, automation, and other new trends and technologies are transforming our industry and our world.

If we’re serious about navigating all this change, we need to continually educate ourselves. That’s why I recently took a course on Big Data. But being a CEO today requires more than just taking a course. It requires getting out of our offices and seeing things up close. 

Everywhere I go, I talk to as many people as I can to try to get a full picture of our business. I talk to customers, field salespeople, and all our employees. I talk to elected officials and civic leaders. I take photos of how our products look on the shelf. I also attend industry conferences to stay on top of the larger trends that will disrupt or define our industry in the coming years.

I’m constantly trying to consume as much information as I can from as many sources as I can. I can’t afford to stop learning. None of us can. CEOs need to be students for life, and all our employees do, too.

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That brings me to my sixth lesson, which is that people are everything. The success of an enterprise usually comes down to one thing: the team. 

In the past, if you wanted the best talent, it was all about the job. In today’s world, it goes beyond that. You need to appeal not only to your employees’ heads, but to their hearts. When Steve Reinemund was CEO of PepsiCo, he was great at that. He’d send hand-written notes to employees thanking them for a job well done. 

When I became CEO, I tried to do the same. But the way I thought about all this changed completely in 2007 when I traveled to India to visit my mother for the first time after being named CEO. A steady stream of family and friends came into the house. They’d go right over to my mother and say, “Congratulations.” Or “You did such a good job raising Indra.” 

Watching them, I realized I’d never done for our senior executives at PepsiCo what my mothers’ family and friends were doing for her. So, as soon as I got back, I decided to send a letter thanking the parents of some of our executives. And since then, I’ve sent similar letters to spouses.

The impact of these letters has led to some of the most meaningful experiences I’ve had at PepsiCo. If I have one request for those of you reading this who lead people, try this. The reactions you get will move you more than you can know.

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None of us is just an employee. We’re also mothers and fathers, wives and husbands, daughters and sons, trying to balance multiple roles. And that’s what my seventh lesson is all about.

I’ll never forget coming home after being named President of PepsiCo back in 2001. My mother was visiting at the time.

“I’ve got great news for you,” I shouted. She replied, “It can wait. We need you to go out and get some milk.”

So I go out and get milk. And when I come back, I’m hopping mad. I say, “I had great news for you. I’ve just been named President of PepsiCo. And all you want me to do is go out and get milk.” 

Then she says, “Let me explain something to you. You may be President of PepsiCo. But when you step into this house, you’re a wife and mother first. Nobody can take that place. So leave that crown in the garage.” 

She was right, of course. No matter who we are, or what we do, nobody can take our place in our families. Now, I’ll admit, I’ve found it’s rarely possible to be the kind of mother, wife, employee, and person you want to be – all at the same time. Often, you need to make a choice, and that’s especially true if you want to be CEO. There’s no way around it.

And yet, for all the painful choices my husband and I have had to make, I also know our family has been incredibly fortunate. Many families in this country don’t have extended family to help with childcare or jobs that give them the financial means to pay for additional support. 

This is a challenge we need to take on urgently. We need to come together, as corporations and as a society to support workers who are caring for young children, aging parents, or both. 

I’m proud to say we’re trying to do our part at PepsiCo. This fall, we will begin offering onsite childcare at our headquarters in Purchase, New York and near-site childcare for employees in Plano, Texas. And we offer access to quality childcare for employees in certain markets around the world. That’s just part of our larger effort to make sure we’re supporting our working caregivers in every way we can and empowering people to build not just a career, but a life.

I’m learning new lessons every day. But these are the seven critical lessons I wanted to share with you. These seven lessons translate into the seven characteristics of a great leader: Vision. Persistence. Persuasion. Listening. Learning. Collaborating. Humility. Probably no single person embodies all these virtues. I know I don’t. But anyone who can do these seven things, who possesses these seven qualities, will be a formidable leader.

I’m not done learning—and I’d love to learn more from you. I hope you will comment below to share your own leadership lessons.

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“The ability to perform deep work is becoming increasingly rare at exactly the same time it is becoming increasingly valuable in our economy. As a consequence, the few who cultivate this skill, and then make it the core of their working life, will thrive.” -Cal Newport

Deep work — top-tier results only able to be produced by long, uninterrupted periods of deep concentration — is increasingly rare in today’s economy. As such, it has become increasingly valuable.

Shallow work — sporadic, spontaneous production interrupted by side-projects, email, and social media — is everywhere. The results are common and cheap.

The following article condenses four main strategies to produce deep work from Cal Newport’s book, Deep Work: Rules for Focused Success in a Distracted World, depending on different lifestyles.

Which one is right for you?

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There have been a great many scientists, psychologists, authors, and individuals from every other occupation that have developed their best and most lasting work from a lifestyle of near-total seclusion from the outside world.

Donald Knuth, professor emeritus at Stanford University and thought-leader within the computer science and coding industry, deleted all his email accounts many years ago. He is largely unreachable.

He has an assistant sort through his postal mail; she gives him the important stuff and discards the rest. He reviews the bulk of his letters once every 3 months or so.

This level of isolation is congruent with Knuth’s unabashed priority on deep work and long periods of uninterrupted concentration. He lives a “monastic” lifestyle, largely alone with his thoughts and work, much like a monk in a temple.

Another example is the acclaimed science fiction writer Neal Stephenson. He is an influencer who unapologetically severed his connection with others through electronic means.

Stephenson explained his reasoning behind this monastic lifestyle:

“If I organize my life in such a way that I get lots of long, consecutive, uninterrupted time-chunks, I can write novels. But as those chunks get separated and fragmented, my productivity as a novelist drops spectacularly.”

Stephenson would rather have long, uninterrupted periods of time to work and consequently produce great novels frequently, rather than be interrupted by e-mail and other communications and only be able to produce low-quality novels less frequently.

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In the 1920’s, psychologist Carl Jung built a special rustic stone house outside the small town of Bolligen, Switzerland where he could do his work in privacy and seclusion.

He was unavailable to anyone — comically, his family members would have to ring a bell from their neighboring house to alert him a meal was ready.

Jung spent weeks at a time in near-total isolation. But after such periods, he would return to his incredibly busy life as a researcher and psychologist, complete with the mundane and many distractions and obligations such a life generally has.

Bimodal — periods of extreme isolation and concentration balanced with regular day-to-day obligations of a busy worker.

“This philosophy asks that you divide your time, dedicating some clearly defined stretched to deep pursuits and leaving the rest open to everything else.” -Deep Work

The Bimodal strategy is more realistic for many individuals who simply cannot take 1–2 weeks off from their professional obligations.

The two sides co-exist; time spent in professional work and answering the calls of day-to-day life is paired with shorter segments of time (half-a-day to 1–2 days).

When you engage in deep work, you engage 100%. When the period is over, you don’t engage in deep work until the next period of time.

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“This philosophy argues that the easiest way to consistently start deep work sessions is to transform them into a simple regular habit.” -Deep Work

The Rhythmic strategy may be the most modern-friendly strategy to produce deep work.

A plethora of studies and research projects have shown that willpower is a finite resource, and relying on it to plan for “deep work” sessions is a bad idea; if we do not plan for these times, they likely won’t happen.

On the other hand, if there are specific times set up when you will work, rain or shine, these creates a rhythm that you can build from.

Jerry Seinfeld’s words to a young aspiring comic still ring true today.

When asked for advice, Seinfeld told the youngster about a “chain method” where for every day you do the work (in this case, writing jokes), you mark an “X” on a calendar.

The only rule is to never break the “chain” of X’s you begin creating.

Every day, put in the work. Make it a habit. Build momentum until it becomes second nature.

This rhythm is something anyone can sustain, and can work around busy schedules of 9–5 work, being a parents, higher education, fitness, and more.

The key is to never break the chain. Commit to a time, every day, and rain or shine, you use that time to produce meaningful content through deep work concentration.

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The Journalistic strategy for deep work is based on the premise that you can engage in deep work behavior interspersed whenever you have free time throughout the day.

This last strategy is not for beginners.

The confidence and mental capacity to constantly “change gears” from low-concentration activities to peak level thinking is rare, and usually reserved for individuals with a history of triumph and achievement.

Not just anyone can switch from a phone call with a colleague about an innocuous work-related matter to writing acceptable content of a thesis draft for a PhD research project.

For most individuals, it takes time to ease into a state of deep concentration. Very rarely can someone change their mindset as they would change hats, yet some individuals with a proven history of achievement are able to maintain this strategy.

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Every individual can create time to spend in deep-work behaviors that create meaningful, highly-potent content and ideas that can shape and transform a career.

As Cal Newport explains in his seminal book, deep work is both an increasingly rare and therefore valuable trait in today’s society.

While most of the professional world exists in areas that resemble “a distracting open office where inboxes cannot be neglected and meetings are incessant; where colleagues would rather you respond quickly to their latest email than produce the best possible results,” deep work acts as a supercharged environment to produce top-tier results.

You can begin cultivating your deep work habits today. Which strategy is right for you?

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Thanks.

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Forever on the lookout for the keys to leadership, the ability that some people have to guide others to reach their goals and be successful together, I was eager to share with you the 12 keys to leadership from the book « Extreme Ownership, how US Navy SEALs lead and win » by Jocko Willink and Leif Babin.

(Buy the book now)

Jocko and Leif were SEALs (Sea, Air and Land), the US Navy military elite and led American and allied soldiers during the battle of Ramadi in Irak.

The crucial interest in leadership of an elite unit stems from the fact that once on the ground, these professionals have to lead men in an environment where the slightest mistake can have life-threatening consequences. Despite enormous stress and stakes that few would withstand, these men and women work as formidably efficient teams. I bring to you here the 12 keys to the “Extreme Ownership” programme that Jocko and Leif extracted from their highly skilled military experience and adapted to the business world where they now work as leadership consultants.

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For Jocko and Leif, there is no two ways about it… take full responsibility for what is happening or has happened. If a member of a team has not understood one of his instructions, the team leader cannot blame him. It is his role as a leader to make sure that his team members understand his instructions. Likewise, if he himself doesn’t understand the data he has received, he will take responsibility and ask his superiors for explanations rather than say it wasn’t properly explained from the beginning. In a business, if a client has decided to change his supplier and has turned to the competition… There is no point in saying it isn’t one’s fault but what are the lessons to be learned. An employee hasn’t understood instructions? He is not to be blamed, as a supervisor, it is my job to check he has understood what is expected of him! My boss doesn’t give me enough time to develop my career? It is my responsibility to go up to him and draw his attention to the matter.

The advantage of « Extreme Ownership » is that it generates dynamism. It pushes you to act and it is thus no longer possible to wallow in complaints and criticism.

How to apply « Extreme Ownership »? Count the number of times you put the blame on somebody else or an external circumstance, and instead of complaining, actively look for how you could solve the problem.

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One of the main characteristics of SEALs is their ability to work as a team. Indeed, there is nothing worse for a SEAL than to be individualistic or perceived as such. Lone individuals cannot survive in the extreme conditions of Special Forces operations. This is why when selecting candidates, an enormous amount of energy is used to stimulate teamwork. But as much as it is important to work as a team, it is equally important to have a good leader heading these teams. You have certainly noticed how a good leader can help a team evolve towards success whereas a bad one can make it lose.

Jocko and Leif tell of teams systematically failing the SEALs’ rigorous tests of BUDS (Basic Underwater Demolition Seal Training) when led by an incompetent leader. But when a better leader took over, these teams suddenly started winning endurance or speed races. 

When a team is malfunctioning, there is no point in blaming the people in it. One must always look to the leader’s abilities.

Read now: Entrepreneurship: what you can learn from a former Navy SEAL, successful entrepreneur and father of 4 boys…

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When they first realised that their SEALs team would have to take barely out of school Iraki soldiers onto the field, Jocko and Leif were appalled. Not only did it seem ridiculous to pair up elite soldiers with beginner soldiers, it also risked being extremely dangerous. Some of these Iraki soldiers were known to desert at the first shot fired or even to shoot themselves by accident. 

It was thus of course difficult to stand in front of their team and present the plan.

Indeed it is difficult to ‘sell’ a plan to one’s team, if one doesn’t first believe in it oneself. The worst thing to say would be ‘it isn’t me, the order comes from above’. Jocko and Leif took the time to meet with their superior to better understand the context of the decision. The reasoning behind it was simple, the Iraki army would have to take over in the near future if the SEALs were ever to go home. This explanation gave Jocko and Leif the ability to better convince their team to accept this decision and the extra risks, because their leaders ‘believed’ in the interest of their mission.

If you want to maintain leadership of your team, never give the impression that you don’t understand or don’t approve of a decision ‘from above’. If you don’t understand the reasoning behind a strategy, go find the information so that you too can ‘believe’ and trust the decision taken by your hierarchy.

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Can you imagine a worse place than a battlefield to be faced with a colleague who is a show off, knows everything and won’t take any advice? This unfortunately also exists in the army, the difference being that a soldier or officer who believes they can learn nothing from a man who’s been on the field for longer, never mind his grade, risks his own death or that of one of his team. Jocko and Leif have been confronted to a series of individuals who, due to their rank, their experience in the army or their age, believed they had nothing to learn. This put them in dangerous situations that could have been avoided with a bit of wisdom.   

Read now: Gamification : 5 keys to increase your learning capabilities

Ego can be a dangerous thing. Even in business. Whatever your experience, age or position, if you have the impression you know everything, or feel you don’t have to listen to advice, it may be high time for a slice of humble pie. If not, life and circumstances will show you. Contrary to popular belief, you will not lose credit in the eyes of your team if you admit you don’t know everything. Indeed, this will only reinforce your position as leader. 

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In SEALs lingo, ‘Cover and Move’ means that before you move on the field, whether bullets are raining or not, you always have to ensure that part of the team or another team ensures cover for the team that is moving. Just as, when walking, you wouldn’t lift a leg before putting down the other. This, as you can imagine entails being able to work as a team and with other teams with flawless communication and trust. Each team is engaged in the mission either when moving or when covering the moving team. United in the one perspective, accomplishing the mission, the objective being to ensure the security of every member of the operation.

 Once again, it is essential here to understand the notion of teamwork and to develop trust in each of its members. And this trust must extend out from the team to the other departments of a business that interact to accomplish its designed mission.

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A while ago, I read « complexity is the enemy of execution ». An exceptionally interesting sentence I thought and very true. Indeed, the simpler a plan, an instruction or a strategy is to understand, the more we are inclined to act. Inversely, the more it is complex and obscure, the more suspicion will take over and less one will be inclined to act. It is obvious that in commando operations, everybody has an interest in understanding properly how things are supposed to happen.

In business, faced with over-complicated processes, cryptic marketing strategies or over-elaborate price charts, it is often best to simplify, even if some precision is lost in the process. At least, the people confronted with the strategy, the process or the chart will be able to make a decision and act.

In the lobby of the Apple designer, John Ive, it is said that there hangs the following slogan: « simplicity simplicity simplicity ».

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Be it in business or in Special Forces military operations, there are times when human beings may feel submerged by demands, challenges and uncertainties. The most important thing is to remain focused, calm and to be able to stop to consider the options at hand. Everything cannot always be done or resolved immediately. But rather than remain in uncertainty and indecision or be submerged by challenges, one should be able to take a short break, take a step back and determine the most important priority to be taken into account at this moment, set up a plan to resolve the problem and act until this problem is resolved. Then move on to the next challenge.

This simple technique musn’t of course replace the ability to keep an overview of the situation but when stress is sky high and that confusion has taken over, it is very efficient to be able to identify and resolve each problem individually and by order of importance.

Read now: Change Management: 11 keys to become more flexible

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One of the main characteristics of the SEALs units is to often operate in hostile territory in total secrecy and perfect autonomy. Unlike conventional force units, which move in large numbers and in broad daylight, a mission can be carried out by four to six men moving soundlessly by night

It is then difficult in the case of enemy contact or complications, to communicate swiftly and efficiently with the chain of command to adapt the mission to the new circumstances. Infiltrated men will thus have to make their own decisions. Decentralising command means that the mission and its limits have been formally defined by senior officers who have an overview of the mission, but the details of execution are left to the people on the field who are in contact with its reality. These highly trained men are aware of their responsibilities and have a clear idea of what is expected of them. They are authorised and able to make their own decisions.

This metaphor of decentralised command perfectly illustrates the need to develop an organisation that works Top-down but also Bottom-up. As Frédéric Laloux states in his book “Reinventing Organizations”. Even if many organisations are able to set up a structure with leaders who send their instructions downwards, it is rarer to find examples of businesses that are able to let their employees on the field make important decisions for the execution of the global mission. Yet it is often the most efficient way to get concrete results and especially a genuine commitment from collaborators. Indeed, how can one expect an employee on the field to feel motivated and committed if he has no leeway and only gets orders from above.

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It is obvious that everything cannot be organised and planned in advance and that the saying « no plan resists the first contact with the enemy », regularly makes total sense for men in the SEALs units. However, the more precautions are taken to anticipate problems and mishaps, the higher the chances of success. It is thus the leader’s responsibility to plan for a maximum numbers of scenarios and alternative plans so as to adapt to a situation that can change at any moment. “If this happens, then we do that, if that plan doesn’t work, then we move to this other plan”. These plans must be clearly explained to all members of the team and the leader must ensure that everyone understands all aspects of the various options.

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Here is a notion which, I think, has a lot of potential in our organisations and businesses. Close to the concept of “Bottom-up Top-down” and “Extreme Ownership”, “Leading downwards AND upwards” implies that if a plan, a decision or a strategy decided by the senior management doesn’t make sense or cannot work on the field, the people on the field pluck up the courage to contact their leaders or officers requesting to consider the reality they face. All too often, an unpopular decision will be criticised or even mocked by people on the field but little will be done to for the matter to be brought to management for a reality check. Once again, the advice is not to complain but to act, to discuss with the hierarchy and to do everything to establish communication and mutual understanding. As much as the leader must ensure that his employee has understood the aim of the mission and its objectives, the person who carries out the task must just as much make sure that his superior is aware of the various difficulties that can crop up and all this with the greatest mutual respect.

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For a SEAL, there is nothing worse than indecision. When the situation is beyond tense and people risk their lives, it is not possible to remain paralysed and not take any decisions. It is sometimes possible in everyday life to tell oneself that faced with a lack of information, concrete facts or simply uncertainty, we will wait to see how things pan out. In the Special Forces however, this is rarely possible. There is real danger in letting a situation degenerate due to a lack of firmness and decisiveness.  

Jocko and Leif, both well versed in decision making and maximum risk, recommend to make a decision rather that ‘wait and see’. Often a situation in everyday life will follow the same pattern and degenerate due to a lack of decision. Sometimes these decisions are difficult to make, such as firing a person who has become toxic for the company and his team. However, the more one waits, the more the situation degenerates and more everybody suffers from it.

I wish to add that indecisiveness is a great friend of lack of confidence. Somebody who can make decisions is not necessarily somebody who knows more than the others. Often he just knows that if he has made the wrong decision, he will find the way to rectify the situation. Singularly, for those who lack self-confidence, the simple fact of getting used to making decisions as often as possible (starting with small things), will enable them to progressively assert themselves. Indeed, most of the time, the decision taken will end up being the right one and if such is not the case, the person will find the way to rectify things while realising that he has more abilities than he or she thought she had.

Read now: Difficult decisions: 8 keys to overcome your fear of making choices

12. Discipline brings freedom

Here is a notion that seems counter-intuitive to say the least. And yet Jocko and Leif use their elite military experience to put across that the more a plan is studied with discipline and detail, the easier it will be to react faced with an unexpected situation. The more a SEAL trains carrying all his gear, the more easily he will move in a real situation. The more the rules of engagement or the instructions for a mission are known and clear, the more the men on the field will be able to make their own decisions. In another category, musicians would also say that the more they rehearse, the more they know their instrument and the freer they feel to improvise, whatever the context.

Discipline and commitment require personal investment and effort from the onset, but this investment will liberate the person ready to put the hours in.

No need to say that in the kind of job and conditions that Jocko and Leif have experienced, indiscipline is not tolerated considering the consequences it can lead to.

Indiscipline generally sets in progressively and if it is not stopped, it often degenerates and creates situations that can be costly for people and teams as much in the military as in private life.

I have here tried to put through my understanding of the 12 keys to leadership of the exceptional men that are Jocko Wilinck and Leif Babin. I hope you will also find food for thought and tools that will help you in developing your company or organisation.

(Buy the book now)

If you want to know more about how I came to write this successful article, read now: 10 000 likes on a LinkedIn article in 6 weeks: How to write a successful article

If you liked this article, please comment, share or like it…

I look forward to welcoming you here for another article on leadership, innovation or organisational development…

Pierre-Yves Hittelet

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