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部门老大如何处理与公司CEO的关系

部门老大如何处理与公司CEO的关系

Anne VanderMey 2012年10月17日
很多高管在各自的业务部门独当一面,如果拆分出来,他们掌管的业务完全可以轻松地进入世界500强的榜单。但他们同时又隶属于更大的公司。这时,如何处理与公司掌门人的关系就成了一个微妙的问题。沃尔玛的罗兹•布鲁尔和星巴克的米歇尔•加斯在这方面颇有心得。
    
山姆会员商店CEO:罗兹•布鲁尔

    你或许听说过这个数字:财富500强的CEO中只有19位是女性。这个数字令人悲哀,但它并没有全面反映大公司中女性管理层的总体情况。在美国企业界的最高层管理者中,有些女性高管管理的子公司规模非常庞大,如果从母公司单列出来,完全可以轻松跻身财富榜单。

    一个例子就是今年成为山姆会员商店(Sam's Club)CEO的罗兹•布鲁尔。山姆会员商店目前的年销售规模为540亿美元。假如它不是沃尔玛(Wal-Mart)的一部分,这样的营收规模可使布鲁尔跻身财富50强CEO。

    上周《财富》杂志的最具影响力女性峰会上,布鲁尔和来自星巴克(Starbucks)的等量级选手米歇尔•加斯与《财富》杂志高级编辑詹妮弗•雷因戈德畅谈如何经营两家全球最大的企业,以及如何处理与老板的关系等问题。

    布鲁尔表示,这和担任平常的CEO没有太大差别。“山姆会员商店的好处在于它独立经营,因此我有机会进行创业,在一种文化中发展另一种文化,”她说。“但我也非常尊重母公司的文化。”

    与此类似,当星巴克的霍华德•舒尔茨请加斯掌管欧洲、中东和非洲业务时,她说,舒尔茨是这么说的:“这块归你了。想怎么做,就怎么做吧。”

    加斯说,这番对话源于互相信赖和尊重——外加星巴克空前的海外扩张冲动。“([舒尔茨)说:‘‘我正在重组公司,星巴克的未来事实上就是国际增长,’””加斯在Laguna Niguel酒店告诉与会的众多女性企业家们。她说,这是“他第一次把一位直接下属送到海外。”

    You may have heard it before: Only 19 Fortune 500 chiefs are women. That's a sad statistic, but it doesn't tell the whole story of women leaders in big business. Within the highest ranks of corporate America there are female execs running units so large that, if separated out from their parent company, they would easily score a place on Fortune's list.

    One example is Rosalind Brewer, who became the CEO of Sam's Club this year. On its own, Sam's is a $54 billion business. If it weren't part of Wal-Mart (WMT), those revenues would make Brewer a Fortune 50 CEO.

    At Fortune's Most Powerful Women Summit this week, Brewer and fellow power player Michelle Gass from Starbucks (SBUX) talked with Fortune senior editor Jennifer Reingold about what it's like to run two of the world's largest businesses -- and still have a boss.

    Brewer says it's not that different from being a regular CEO. "The good thing about Sam's Club is that it's run autonomously so I have the leverage to be entrepreneurial, to develop a culture within a culture," she said. "But I do have a lot of respect for the overriding culture."

    Similarly, when Starbucks's Howard Schultz asked Gass to take control of its operations in Europe, the Middle East and Africa, she said he put it this way: "It's yours. Do what you want."

    That conversation was made possible, Gass said, by their trust and mutual respect -- plus the unprecedented push at Starbucks for international expansion. "[Schultz] said, 'I'm reorganizing the company, the future of Starbucks is really about international growth,'" Gass told the crowd of women gathered in Laguna Niguel. She said it was "the first time he shipped a direct report of his literally overseas."

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