the ceo magazine, team management,
Larry Solomon, CEO, Solomon People Solutions

During my tenure as executive vice president of human resources at Dr Pepper Snapple, I worked with CEO Larry Young who recognized the strategic importance of a strong partnership between executive leadership and human resources. The impact of this belief in the strategic importance of people is evident in our successful transformation from a subsidiary of Cadbury-Schweppes to the impressive publicly traded company it is today. Together, we were able to engage 20,000 employees in numerous countries and diverse cultures, align them behind the right priorities, and efficiently and effectively build skill-sets critical to company success.

the ceo magazine, workplace conflict,
Claudia St. John, Author, Transforming Teams: Tips for Improving Collaboration and Building Trust

A client called recently with a major worry.  “We have a big problem with our customer service representatives (CSRs) not getting along with our sales people.  Our CSRs are not being supportive of the new sales associates that we just hired,” she shared.  “If our company is to survive, we need these new sales associates to be motivated and productive and I’m worried they may quit. Can you do anything to help?”

the ceo magazine, employee engagement,
Walter J. Scherr, Author, WALTER’S WAY:  How A Relief Kid Survived TB, Corporate Betrayal, Bankruptcy, Made Millions, And Touched The Lives of Billions

Two invaluable lessons that I learned early in my career:

1. No one cared how much I knew until they knew I cared.

2. Finding common ground with my employees encouraged a desire to work with me toward the same goal.



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