Behind every great athlete is a masterful coach that inspires the athlete to evolve into the strongest performer they can become.
Cathy Engelbert
Our goal is to set the gold standard when it comes to compliance.
As a former NCAA basketball player, many of the skills I now rely on as a leader took root on the basketball court: teamwork, integrity, and resilience are just some of the traits I've carried over into my professional game.
I prioritize people over tasks.
Games are often won or lost on the free-throw line. This isn't about slick moves or great skills. It's about practice, muscle memory, and being able to keep a cool head under pressure.
As you think about the workforce of the future, women and minorities are such an important part of that future.
In an age of exponential change, we need the power of diverse thinking, and we cannot afford to leave any talent untapped.
We can't afford to let high performing talent just walk away from our companies without providing an opportunity to work through family needs.
Mentors and sponsors, particularly in the early stages of my career, were invaluable to me because they encouraged me to raise my hand and take opportunities to build my capabilities.
Being able to see and recombine existing assets and know-how in new ways allows us to take an 'ingenious approach to innovation' - one that creates even more value from what we already have and know.
What's important about my election into the CEO role at Deloitte is to provide a role model for the next generation of diverse leaders at Deloitte.
Sponsorship is sometimes about people behind the scenes who are sitting in rooms determining your assignments and your next career step, and you don't even know who they are.
Seek out a personal coach or mentor in the workplace. He/she should push you when you need it by encouraging and motivating you. Don't be afraid of their honesty.
That is the culture at Deloitte: To make sure we are all maximizing the capabilities that we have.
The biggest barrier for women is the thought that they can't have it all.
Women shouldn't aspire to a box or a title. They should look toward being leaders.
I was a Division I college athlete, and I grew up with five brothers and two sisters. I've always been a competitor.
There is a premium on innovation and commercializing new ideas.
At Deloitte, our programs for veterans are bringing new approaches to the table. For instance, we're helping veterans' organizations use data analytics to sift through streams of information about veteran needs.
In addition to encouraging failure, I would also encourage companies to broadly create a culture of innovation. That should mean more than just technology and invention; it should mean something millennials know well: Ingenuity.
We were sent outside to our backyard to play sports together all the time - no boy and girl differentiation, just two teams playing.
We can all think we're discriminated against, and I'm sure many of us are. But I see a ton of optimism in corporate America around the advancement and retention of women.
The most common characteristic of childhood building toys is that they snap together in one way or another. Technology is constantly shifting, and we should make sure that whatever we build is interoperable and pliable.
The advice I give, no matter male or female, is not being afraid to step outside your comfort zone and think more long-term about your career than maybe the next year.
You don't have to be the biggest, the strongest, or the most talented player to be successful, but you do need to be a step ahead of the competition.
Golf instills incredible values, including collaboration, competitiveness, and integrity.
I didn't aspire to be the CEO of Deloitte, but I aspired to be a leader in Deloitte.
From my early days of playing 2:2 in basketball against my three older brothers to my years playing Division 1 college basketball and lacrosse, sports have played a big role in my leadership development.
You never know where your career will take you. A competitor in the market could suddenly become an unlikely partner. Be flexible, keep your slate clean, and stay open to unlikely collaborations.
Young professionals shouldn't have to let a fear of failure hold them back; they should feel emboldened to take on challenges in creative ways.
I believe that 20-somethings would be more likely to embrace experimentation - and provide additional value - if they felt safe to do so.
The simple truth is that every veteran has his or her own unique story, and there's no single narrative about the issue of veterans finding civilian employment. And no single solution.
As companies deal with the impact of technology and the incredible pace of change, they are fundamentally rethinking talent and family leave programs.
When people are your greatest asset, like at Deloitte, investments in human capital should be considered in the same way other companies might invest significantly in product R&D.
The innovation of our workplace is key to the development of innovative solutions that address the evolving complex challenges of our clients.
Leaking tunnels, congested roads, rusting bridges, and aging railways often mean one thing: lost opportunity from delays and cancellations.
Some infrastructure projects clearly require massive, coordinated investment - interstate highways or a new trans-Hudson tunnel, for instance. Others don't have to. We should be unafraid of pilot projects and learning.
Accelerating technology innovations such as ubiquitous sensors, cheap computing power, and 5G networks will open entirely new opportunities and challenges.
The fundamentals of your business are like free throws: emphasize and practice them to perfection.
You don't have to always be the smartest person in the room, but if you listen and absorb what you are hearing, you will be ahead of the game.
When you build your network, keep yourself open to new ideas, concepts, and theories. Some of them may even contradict and challenge long-held points of view. This isn't beneficial only to someone in my profession, but to every line of work.
Disruptors are the ones with a keen sense of how the world is changing and how to get in front of change, driven by curiosity. The disrupted - not so much.
Over the years, I paid careful attention in client meetings and jotted down things that quite didn't make sense. And I had the courage to raise questions and to be skeptical when something didn't add up.
My becoming the CEO is a testament to our long commitment to diversity inclusion. And I intend to really focus and really pay that forward for our future diverse leaders at Deloitte.
My confidence came from always needing to compete.
I'm probably a little bit of an outlier for women because I don't believe that you have to self-promote to get where you're going.
Seek out counsel and be a mentor to people, because then they learn how to be mentors.
Ultimately, this is about having fun at work. You want to enjoy your job. You're going to have higher-performing employees.
You cannot be insightful if you're deluged with information.
We're all drowning in data. We all need moments of recovery. For me, that includes not going right to my phone when I wake up in the morning.
