1. What have you found most challenging as a leader?

bold pare is part of a strategy to dramatically improve P&G’s financial performance by doubling down on the roughly 80 brands that generate 95% of the company’s profits and 90% of its sales

2. How did you become a leader? Can you please briefly tell the story?

Our leadership approach is distinctly P&G. We set a clear, rigorous course for developing leaders and growth in every business and region, at every level. As a result, our diverse leadership team is shaping our future with an extensive range of knowledge, experience, and expertise to improve consumers’ lives today and into the future.

3. How do you structure your work days from waking up to going to sleep?

Take Charge of Your Workday • Break your day into hourly intervals. • Respect your hour. • Take real rest. • Don't wait until your body tells you to take a break.

4. What's a recent leadership lesson you've learned for the first time or been reminded of?

In fact, the main purpose of the capitalist system is to encourage companies — and individuals, too — to work only in self-interest to do better for society. “profit is not always the point.” 21st-century leaders’ main concerns should regard responsibility, especially when it comes to value, purpose, and sustainability.

5. What's one book that has had a profound impact on your leadership so far? Can you please briefly tell the story of how that book impacted your leadership?

The Hard Thing About Hard Things is an inside look at the tough decisions and lonely times all CEOs face, revealing what it truly takes to build a great organization and become a world-class leader.

6. If you could only give one piece of advice to a young leader, what would you say to them?

Focus on change. As a leader, help your peers understand the objectives and goals of the company and what they can do to help achieve those goals. Once they know what changes the company is trying to achieve, they may be more enthusiastic about doing work that can contribute to its success.

7. What is one meaningful story that comes to mind from your time as a leader, so far?

The phone call
One day, my father was meeting privately in his office with a staff member. They were discussing a number of issues important to them when the phone rang.

My father ignored it.

After 3 rings, she looked at him and asked, "Aren't you going to get that?"
He paused, and remarked, "No. I don't know whether that call is important or not, but it can wait. I do know this meeting is important."

Feeling valued, she got a big smile and they continued the conversation with new energy.

The Lesson:
What you pay attention to, and how you respond to things matters a great deal to your team.
If you meet with your people and let push notifications, texts, IMs, and calls constantly distract you, you're telling your team those things are more important than them.

When people don't feel valued, they won't trust you, or bother to bring issues to you unless they feel they will get your attention. It's a great way to end up in a constant fire fighting, reactive management mode.

Why it works: When you show your people you value your time with them, you are much more likely to have strong communication and engagement with them.