A: We'll go and do something, and someone will say, "That's not simple." I appreciate the fact that we call each other on this stuff. Creating an open environment with candor and telling it like it is is essential to our ability to transform the culture and to become more nimble.
Q: You recommend focusing on growth in a recession. People don't quit eating in a recession. They still go to the grocery store, so you enjoy a luxury most companies don't.
A: It's not an either/or. We cut our costs to provide the funding to invest and drive growth. Cost cutting should be a means to an end, and that end is growth. It's been an energizing concept, and it has helped employees be much more engaged in cost cutting than they may have been. It's a little hard to get up every morning and just say, "Cut those costs." You need to feel like your work has a higher purpose.
Q: You recommend leading from the heart and the head. What body part wins when the head leads one way and the heart tugs another?
A: At the end of the day, it's about balance. Neither extreme is the right answer. When we issued financial results, I sent a note to the organization congratulating them on their performance and reminding them that we still have some work to do. They don't feel like we're not grateful for the hard work, but at the same time we made it clear that we have more work to do.