Nooyi and her sister were asked to play an unusual game as children in India. Their mother urged her girls to envision what they would do if they were the prime minister, president, or another world leader each night at supper. The daughters each gave a speech at the end of the supper, and their mother chose which speech received her vote. Nooyi’s confidence grew as a result of the game. Later, when she was in business school, she claimed that several of her male classmates questioned her talents and refused to make eye contact with her. She forged forth, confident in her abilities and expertise.
Find a talent or ability that has served you well and hone it, according to Nooyi, who spoke with LinkedIn executive editor Daniel Roth. When problems develop, you want people to automatically think of you as the one person who can solve the situation, according to Nooyi. Nooyi relies on her abilities to demystify complex situations through study. “What I’ve been recognised for my entire career is making the complex simple, whatever the topic is,” she remarked. “When someone presents me with a difficult topic, I become into a student.” It makes no difference to me whether I’m the CEO, president, or CFO. “I enrol as a student.”
As CEO, Nooyi was responsible for over 26,000 workers worldwide, as well as over 100 businesses and trademarks. Nonetheless, during her first few years as CEO, Nooyi made it a point to visit grocery shops every week to evaluate how PepsiCo products looked on store shelves. She’d photograph the packaging and positioning of the products and submit feedback to her design and marketing teams. Thinking about the ultimate aim or mission of a project or assignment can help you concentrate and inspire. It can help ensure that you’re developing solutions that consumers want.
Nooyi travelled to India to see her mother shortly after being promoted to CEO. Visitors praised Nooyi’s mother on the CEO’s achievement during her visit. On “The David Rubenstein Show,” she stated that it soon dawned on her those parents of excellent employees rarely receive praise for the person they helped nurture. Following the trip, Nooyi wrote over 400 letters of thanks to the parents of her senior executives. She remembered that her parents expressed their gratitude and that several of her executives told her, “My God, this is the finest thing that’s ever happened to my parents.” And it’s the most wonderful thing that has ever occurred to me.”
When Nooyi was promoted from CFO to CEO, she was nervous. Even though she had devised a well-researched strategy, she was still concerned. “When I took over, there was a lot of nervousness,” she remarked on an oGoLead podcast. Despite this, she pushed her worries aside to present her vision and gain support. “I had to convey confidence, optimism, a can-do attitude, and a must-do resolution to the organisation,” she added. Her campaign for healthier food options, for example, was met with some scepticism from investors at first. Nooyi, on the other hand, was adamant about her company’s direction. According to the New York Times, healthier snack and drink items now account for half of PepsiCo’s earnings, up from 38% in 2006.
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