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Leadership Assessment: Indra Nooyi

My Strength-Finder results are context, maximizer, ideation, positivity, and responsibility. Meaning: People who are exceptionally talented in the Context theme enjoy thinking about the past. They understand the present by researching its history (Gallup, 2020). Maximizer: people exceptionally gifted in the Maximizer theme focus on strengths to stimulate personal and group excellence. They seek to transform something healthy into something superb (Gallup, 2020). Ideation: People exceptionally talented in the Ideation theme are fascinated by ideas. They can find connections between seemingly disparate phenomena (Gallup, 2020). Positivity: people exceptionally gifted in the positivity theme have contagious enthusiasm. They are upbeat and can get others excited about what they are going to do (Gallup, 2020). Responsibility: People exceptionally talented in the Responsibility theme take ownership of what they say they will do. They are committed to stable values such as honesty and loyalty (Gallup, 2020). These strength-finder results have shaped my leadership skills. These are leadership contexts that have impacted the leadership of Indra Nooyi. This paper will analyze the holistic leadership of Indra Nooyi.

Teams: Organization

The four significant domains under Clifton-Strengths Profile are executing, influencing, relationship building, and strategic thinking. I am more reliable in the area of strategic thinking and relationship building than in performing. Being aware of these strengths has helped me to become decisive in how I impact my team as a leader. As a maximizer, I have a knack for recognizing talent. When I joined my company earlier this year, I knew that I had a responsibility to know who the high performers are. I also realized the need to connect with the key members. It is imperative to build a senior functional team by understanding the critical resources for the project to be successful. As a leader, I maximized work by encouraging those who are already leading the projects and resolving conflicts that could slow down the team's productivity. Someone with positivity is very generous with praise, and always look-out for the positive in the situation. With the demand of team members to be productive and timely, a decisive leader makes sure that the team members are recognized and rewarded for their work. In my team, we work in the agile framework. After each sprint, I am generous with complement towards my team members to make them realize that their efforts are appreciated.

Furthermore, the cognitive factors include openness to experience, knowledge of the business or group task, farsightedness and conceptual thinking, insight into people, and situation and creativity (Kirkpatrick, 1991). There are also crucial personality traits that are necessary for a leader to have. The characteristics are self-management, emotional intelligence, social awareness, relationship management, and self-awareness. As a maximizer, it essential to be both self-aware and socially aware of being productive (Gallup, 2020).

In recent years, leaders are expected to be adaptable. With the emergence of work-from-home and the current pandemic of COVID-19, a leader must be creative to engage team members. As working remotely is becoming the norm, organizational leaders leverage technology to engage team members. Emotional intelligence requires detecting the tone of communication among team members when working virtually. It is difficult to identify issues among team members when employees are not working collocated.

Teams: Executive Team

Context: people who are exceptionally talented in the Context theme enjoy thinking about the past. They understand the present by researching its history (Gallup, 2020). It is not a coincidence that I am a student of history. I love to study leaders that have made extraordinary impacts. I have read the autobiography of Frederick Douglas, George Washington Carver, Franklin Delano Roosevelt, etc. I identify with these leaders because these people understood the time they were in and made the best of the resources that they had. I love to look at patterns and ambivalence of the past. Trends in the past can help us to understand where we are and where we are going. Indra Nooyi has learned from the obstacles that she had to overcome as a child to challenge herself to be better.

Maximizer: People exceptionally talented in the Maximizer theme focus on strengths to stimulate personal and group excellence. They seek to transform something substantial into something superb (Gallup, 2020). I have been told that "I see the best in everyone." That is true. As a maximizer, I look for strength in others. Everyone has something that makes them unique in their way. As a maximizer, it our responsibility to make sure that others can maximize their potentials. It takes an extraordinary leader to identify skills and opportunities in others.

Ideation: People exceptionally talented in the Ideation theme are fascinated by ideas. They can find connections between seemingly disparate phenomena (Gallup, 2020). Ideation helps a leader connect the dots. I love ideas and always look for opportunities to connect those ideas. For example, I worked on a project in my first year of college. The project required investing my time and research. The idea is a concept and the best explanation of most events. I continued to build on the idea I developed in college right after college. I have found a way to connect work projects to an idea I started back in college. This has provided continuity and refining of the concept.

Positivity: People exceptionally talented in the positivity theme have contagious enthusiasm. They are upbeat and can get others excited about what they are going to do (Gallup, 2020). Just like Indra Nooyi, positive people inspire a team. As someone who sees a glass half full, I have used my positivity to encourage team members. My positive nature has helped me to persevere through many challenges. It has also helped me to be focus minded and look opportunities. This characteristic has helped me make the best out of every situation and make those around me better.

Responsibility: People exceptionally talented in the Responsibility theme take ownership of what they say they will do. They are committed to stable values such as honesty and loyalty (Gallup, 2020). As a program manager, I must be responsible for multiple projects. The success and failure of the project is a reflection on the project manager. A program manager is a project manager that handles various projects. I am great at coming up with projects and ideas. However, I have not always been great at executing the plan to completion. The demand for my work has made to be more responsible in completing projects. I would say that I have matured in my responsibility theme.

As an executive team, it imperative to be to impact all employees at every level and not only on the executive team. Indra Nooyi championed this notion by engaging the executive teams to have a quarterly town-hall meeting with team members. This helps the executive team to participate in the needs of their team members.

Teams: Best Practices

Furthermore, a leader must avoid destructive behaviors. Destructive leader behavior incorporates a wide diversity of harmful conducts (Brender-Ilan, 2019). I currently work as a technology consultant. One of my biggest challenges is getting my team to work collaboratively. As a scrum master, I work closely with a product owner, three developers, One automated tester, one quality analyst, one business analyst, and a UX/UI designer. The major challenge is having a quality analyst and business analyst to work together. This is mostly because there are some overlaps between the business analyst and quality analyst. There are also some communication issues between both team members due to personality. As a leader, it is crucial to communicate consistently. One aspect is due to business analyst bypassing the quality analyst on questions on related work—my job as a scrum master to make sure that my team can self-organize with as little supervision. However, on a few occasions, I had to communicate on individual requests going through me before it is disseminated to the team. Team members receive inputs more openly from me than from each other. I have worked to distribute specific requests that could have been done directly among the team members. This is meant to be a temporary action to reduce tension among team members in the leadership at PepsiCo. Having a good knowledge of the business a leader leads, help employees to trust the administration, and be loyal. Cognitive factors and leadership include openness to experience, Farsightedness and conceptual thinking, Knowledge of the business or group task, Insight into people and situations, and creativity (Demers, 2016). My training in scrum master and Program management has equipped me to deal with conflicts effectively among team members, just like Indra Nooyi.

Besides, the cognitive factors include openness to experience, business or group task, farsightedness, and conceptual thinking, insight into people, and situation and creativity (Kirkpatrick, 1991). There are also vital personality traits that are necessary for a leader to have. The characters are self-management, emotional intelligence, social awareness, relationship management, and self-awareness. As a maximizer, it essential to be both self-aware and socially aware of being productive (Gallup, 2020).

Organizational Vision: Strategic Plan

Indra Nooyi is a trailblazer. She moved to the United States at the age of 23 in 1978 to study at Yale School of Management. She was named as the CEO of PepsiCo in 2006. She stepped down as CEO on August 6, 2018. However, she continued as chairman until early 2019. She became the co-director of Connecticut Economic Resource Center, a public-private partnership with the Connecticut Department of Economic and Community Development. According to Langston.edu, "Transformational leadership defined as a leadership approach that causes a change in individuals and social systems. In its ideal form, it creates valuable and positive change in the followers with the end goal of developing followers into leaders" (Langton.edu 2020).

Management leadership provides direction for the company. When an organization is going through a critical period, management leadership is more essential than ever. When Indra Nooyi was just a director at Pepsico, she was forthright with her team members and as well treated them as a family. Indra Nooyi was known to an occasional host work event to bring team members to interact. She was very culturally aware. She encouraged other leaders to bring their cultural food and share it with others. She was always respectful and never condescending of others. As a CEO, her leadership less direct and allow other leaders to take ownership of their work. She had to remove herself from many work events because her focus became making sure that stakeholders are happy. CEOs have different responsibilities than directors. The interaction also changes. Indra Nooyi still treats her executive team has a family but not hosting party events. She entrusted her team leaders with adapting their team to their leadership styles. Most companies usually reflect the culture and lifestyle of the CEO. Indra Nooyi wanted adaptability and flexibility than a monotonous culture.

In 2017, I was part of a company that was acquired. Many team members were panicking. Some were concerned that they would lose their jobs, and many were not sure what to expect. The company had offices in various locations. The leadership has multiple town-hall meetings with employees at various locations. The management leadership made sure that the concern that every team member had was addressed. Management leadership requires management to step up when needed. Indra Nooyi transitioned from PepsiCo to a public government role. She went from serving in a highly lucrative role to a life of public service. The crisis allows leaders to become more apparent. Indra Nooyi has stood out as a leader and will continue to be an outstanding citizen.

Organizational Vision: Vision

During her tenure with Pepsico, Indra Nooyi revamped the leadership structure between lower-level managers, mid-level managers, and senior leaders. In an organizational structure, lower level leaders have little or no leadership access to senior leaders. However, Indra Nooyi was different. She held a regular town hall meeting with lower-level leaders. Indra Nooyi would go to the cafeteria just to interact with her employees. She wanted to hear the opinions and feedbacks of the team members. She is recognized as approachable among the employees. This has dramatically improved the relationship between lower-level leaders and senior leadership. In recent years, leaders are expected to be adaptable. With the emergence of work-from-home and the current pandemic of COVID-19, a leader must be creative to engage team members. As working remotely is becoming the norm, organizational leaders leverage technology to engage team members. Emotional intelligence requires detecting the tone of communication among team members when working virtually. It is difficult to identify issues among team members when employees are not working collocated. In April of 2020, Ms. Nooyi and Yale epidemiologist Dr. Albert Ko represent Connecticut on the six-state working group planning for the easing of the COVID-19 restrictions (NE Governors, 2020). They both co-chair the Reopen Connecticut Advisory Group (NE Governors, 2020). Just like Indra Nooyi, I am currently leading my team members remotely. It is easy for team members to become disconnected due to the current pandemic of COVID-19. I facilitated a virtual happy hour for my team to connect outside of work hours. That helped to bring my team together to be more connected.

Indra grew in her career as a product manager with Johnson &Johnson to working for Pepsico. She joined PepsiCo in 1994 and became CEO in 2006. She has now joined Connecticut public service. She has progressed through her career and has also shown a proven record of effectiveness throughout her career. As a program manager, it is essential to develop my craft in project management and progress like Indra Nooyi.

Organizational Vision: Methods

Furthermore, Indra Nooyi created an open-policy culture with PepsiCo. All levels of leadership would reach out directly to Indra Nooyi is a transformation leader because she understands what it takes to overcome obstacles and achieve beyond any expectation. In 2006, she became PepsiCo's fifth chief executive in its 41-year history. In a parting letter, she wrote, "Think hard about time. We have so little of it on this earth. Make the most of your days, make space for the loved ones who matter most (Business World, 2018). Take it from me. I have been blessed with an amazing career, but if I am honest, there have been moments I wish I had spent more time with my children and family. So, I encourage you to be mindful of your choices on the road ahead." Ms. Nooyi understands both family life and work-life (Business World, 2018).

Indra Nooyi was not just a transformational leader for PepsiCo. She was a global brand. PepsiCo is aware that its products are used globally, and they needed a leader that would encompass the comprehensive representation. Her academic and leadership accolades are exemplary. Indra Nooyi covers the four segments of transformation leadership: individualized consideration, intellectual stimulation, inspirational motivation, and idealized influence. I would classify her as an inspirational motivation. During the time she became a CEO, she was one of the few Indian Americans in such a leader. In recent times, major companies like Google and Microsoft have Indian Americans as CEOs. Secondly, a woman, there are not that many women CEOs. Ms. Nooyi did not let being one the few of her gender and ethnicity deter her from performing on a high level. Her achievement has led her to continue to lead Connecticut taskforce for COVID 19. I love Indra's ability to inspire others. Indra Nooyi is truly a trailblazer.

Organizational Culture: Power

A team is a workgroup that must rely on collaboration if each member experiences optimum success and achievement. My chosen leader is Indra Nooyi. Indra Nooyi is a transformational leader who understands what it takes to overcome obstacles and achieve beyond any expectation. In 2006, she became PepsiCo's fifth chief executive in its 41-year history. In a parting letter, she wrote, "Think hard about time. We have so little of it on this earth. Make the most of your days, make space for the loved ones who matter most (Business World, 2018).…So., I encourage you to be mindful of your choices on the road ahead." Indra Nooyi understands the importance of teamwork (Business World, 2018). We measure success on how leaders perform at work, but progress is also reflected in how leaders can form a stable relationship with their team members.

Organizational Culture: Structured

Furthermore, during Indra Nooyi's time as a CEO, PepsiCo delivered reliable and consistent financial performance specifically from 2006 to 2017. The net revenue grew more than 80 percent. $79 billion was returned to shareholders through dividends and share repurchases. The Leader-Member Exchange theory is an approach theory based on the relationship between the leader and their subjects. It brings to light that the issues relate to their leaders differently. That is, some are favored over others. The preferred are known as the in-group while the others are known as the out-group how the two groups are determined to follow three steps.

The seven characteristics of innovation leadership are boundary spanning, risk-taking, visioning, leveraging opportunity, adaptation, coordination of information flow, and facilitation (Weberg, 2014). She worked closely with the executive leaders to account for any significant losses during her tenure. She capitalized on digitalization and ensured that the leadership was able to develop a global brand that locals can connect to.

Organizational Culture: Effect Change

Also, Indra Nooyi is known to be considerate of her employees. Indra Nooyi acknowledges and comments on the positive actions of the team members. These leaders foster employee morale by balancing the relationship between the in-group and out-group. This they do by identifying the out-group, establishing one-on-one meetings with them, and providing them with constant mentorship and development opportunities. This helps get rid of favoritism and gets every member to feel appreciated. Indra Nooyi is exceptionally at making her teams collaborate effectively. Not many leaders have been successful in collective team collaboration among the leaders.

Problem-Solving: Self-Assessment

Indra Nooyi also promotes organizational structure and team development by planning group gatherings with flexibility for participation, modeling cooperative behavior and attitudes, and coaching the personalities of those who have trouble adapting to team environments. This can only be possible with a friendly leader-member relationship. Her achievement has led her to continue to lead Connecticut taskforce for COVID 19. I love Indra's ability to inspire others. Indra Nooyi is truly a trailblazer.

Through teamwork, Indra Nooyi has made sure that PepsiCo has uniformed branding across all the products. Uniformed branding for most companies can only be achieved by all their agencies working together. That requires the effort of a team leader, for organizations to be successful.

A vision is a clear, comprehensive 'photograph' of an organization in the future. It provides direction because it describes what the organization needs to be like, to be successful with the future. A vision describes the WHAT (Lewis, 2020). Organizational culture is a system of shared assumptions, values, and beliefs that govern how people behave in organizations. These shared values have a strong influence on the people in the organization and dictate how they dress, act, and perform their jobs (Lewis, 2020). In an organization, there are both vertical and horizontal dimensions of the structure. There is an interconnectedness between organizational and sub-organizational visions (Lewis, 2020). There are coordinating mechanisms that serve to encourage both vertical nesting and horizontal complementarity of views, which ensures enlightenment with the organizational culture (Lewis, 2020). Indra Nooyi is very skilled at empowering others in her organization. The seven characteristics of innovation leadership are boundary spanning, risk-taking, visioning, leveraging opportunity, adaptation, coordination of information flow, and facilitation (Weberg, 2014).

I have a clear vision for my team by setting goals to be accomplished at the beginning of each sprint. We make a two-week sprint. Sprint is the iterative period for a product to be delivered. Just like Indra Nooyi, I create a vision based on the values of my team.

Problem-Solving: Leader

In 2010, PepsiCo implemented a company that would create more significant interaction between the organization and the community. The project was known as "Refresh Project." This project cost $20 million. The goal of the program was to empower women in entrepreneurship. The selected women were teamed up with leaders within PepsiCo (Singh, 2020). Indra Nooyi used her leadership as a highly ranked woman to influence the organization to invest in women entrepreneurship. She worked closely with the executive leaders to account for any significant losses during her tenure. She capitalized on digitalization and ensured that the leadership was able to develop a global brand that locals can connect to.

In my role as a program manager, I used my strength as a motivator to inspire my team. Every time during our sprint, I always have an inspirational quote to get the team in a positive mood. As a leader, I maximize my strength to help the team achieve the works that are necessary. Playing to one’s strength is a great lesson to learn from Indra Nooyi.

Problem-Solving: Tools

Indra Nooyi fostered an organization built as a family and community. Indra Nooyi grew up in India, where neighbors and acquaintances are treated as a family. Indra believed that when team em members are treated like family, they are less likely to leave the company. Besides, Indra Nooyi is known to be considerate of her employees. Indra Nooyi acknowledges and comments on the positive actions of the team members. This style of leadership fosters employee morale by balancing the relationship between the in-group and out-group. This they do by identifying the out-group, establishing one-on-one meetings with them, and providing them with constant mentorship and development opportunities. This helps get rid of favoritism and gets every member to feel appreciated. Indra Nooyi is exceptionally at making her teams collaborate effectively. Not many leaders have been successful in collective team collaboration among the leaders. Indra Nooyi understands that setting a vision and empowering her team members is the best way to make PepsiCo more innovative and productive.

Conflict Management: Self-Assessment

Indra Nooyi once stated that "Leaders have to be followers sometimes to lead others adequately." Indra Nooyi also promotes organizational structure and team development by planning group gatherings with flexibility for participation, modeling cooperative behavior and attitudes, and coaching the personalities of those who have trouble adapting to team environments. This can only be possible with a friendly leader-member relationship. Her achievement has led her to continue to lead Connecticut taskforce for COVID 19. I love Indra's ability to inspire others. Indra Nooyi is truly a trailblazer. Indra used her influence to make a difference in every organization that she finds herself.

Indra Nooyi once stated, "At PepsiCo, we practice something called connected autonomy. We connect the company and leverage scale where it makes sense, and we give people autonomy where it makes sense in the local markets. For example, anywhere in the world, you go, the Lay's potato chip will taste phenomenal-same crunch, the same golden look…When we creep too much into the connectedness, and people say I want autonomy, we have a discussion. It is not an easy job, but we are balancing this constantly" (CNBC. 2018). Through teamwork, Indra Nooyi has made sure that there is consistent branding across all the products by PepsiCo. Uniformed branding for most companies can only be achieved by all their agencies working together. That requires the effort of a team leader, for organizations to be successful. Indra Nooyi's leadership reminds me of Ubuntu. Ubuntu is a way of life that focuses on "us" rather than "I."

Conflict management is limiting the negative aspects of conflict while increasing the positive aspects of the conflict issues (Kindler, 2009). Conflict management aims to enhance learning and group outcomes, including effectiveness or performance in an organizational setting (Kindler, 2009). The conflict has a negative connotation to it, but not all disputes are harmful. Leaders have a responsibility that there are lessons-learned from every conflict. Leaders also need creativity in solving problems. Creativity is the mental characteristic that allows us to innovate and think outside the box resulting in innovative or different approaches (Business Dictionary, 2018). According to Investopedia, Creative destruction can be described as the dismantling of long-standing practices to innovate. Conflicts do lead to transformation in an organization.

Conflict Management: Leader

Conflict is inevitable in any organization. Every organizes must experience some conflicts to build its identity. According to psychologist Bruce Tuckman, he listed that teams would have to go through 5 stages of development: forming, storming, norming, performing, and adjourning. These five stages are also essential in my project management career to understand conflicts. Conflict in an organization takes many forms, from personal disputes between two team members to conflicts between departments (DuBrin, 2016). Leaders resolve conflicts within their organization and need to have the necessary skills to be able to do so. Leaders can employ five main styles of conflict management; these are.

Competitive: the desire to achieve individual goals at the expense of the other side. Most leaders are competitive by nature. Indra Nooyi is a competitive individual, but she does not compete at the cost of her employees. Indra Nooyi understands that the company's goal must override her drive. One primary goal that Indra Nooyi achieved was pushing PepsiCo to be recycling and green-focused. She aligned her goal with the company's objective by making products that would not overly pollute the environment. Leaders can be competitive as long as the goals are in alignment with the company.

Accommodative: this style favors satisfying the other side without regard for themselves. Indra Nooyi is accommodative, but she does have respect for herself. She was able to overcome some hurdles before she became a CEO as a woman. She understood that she had not to make decisions in her detriment.

Sharing: like to find common ground or 'split the difference' and finding a compromise—this a characteristic to emulate in Indra Nooyi's leadership.

Collaborative: looks to satisfy both sides of the conflict to build and improve relationships Indra Nooyi worked closely with her fellow executives.

Avoidant: look to stay out of a conflict, allowing members to resolve themselves and are indifferent to both parties' concerns. Indra Nooyi tried not to be controversial during her leadership with PepsiCo. During her administration, she created a woman only internship for women looking for opportunities in the corporate enterprise. There were some dissenters among the leaders who felt that she was to women-focused and probably too activist for a CEO. There were moments that Indra Nooyi wanted to back down due to the dissenters. She did not avoid the opposition because she had the opportunity to make a life-time impact on women with the PepsiCo organization. This is both a kind and courageous act by Indra Nooyi.

Conflict Management: Techniques

Indra Nooyi was a great innovator for the company. As a leader and PepsiCo CEO, she came up with "Performance with a purpose." During that time, she faced a lot of challenges to design and create the company's products. Performance with purpose list opened a new page for the company and the CEO as well. Indira Nooyi's leadership and negotiation do align with the five principles of creative thinking. Opportunity/Problem recognition: The ability to find an opportunity or a problem that needs to be resolved without being presented to them by another person. PepsiCo noticed that the performance of the company was declining. Indra saw that PepsiCo was fulfilling the mission but not delivering the high performance necessary. Immersion: Collecting all the relevant data and fully concentrating on the task at hand. When Indra Nooyi and PepsiCo team agreed to change the company's mission and reputation, the whole team got right to work.

Furthermore: PepsiCo wanted to be a constructive member of the world's organization. They started working on balancing social responsibility, environmental sustainability, and financial success (BCG Perspectives, 2010). Incubation: Allowing their mind to process the information gathered from the previous stage while not driving the idea forward. After the recession impact, Indra Nooyi started hiring senior skilled professionals who would transform performance with a purpose to the culture and corporate mission (Fast Company, 2017). Insight: The moment when the solution presents itself after allowing the information to be absorbed and considered. The main goal for Indra's performance with the purpose was to come up with healthier snacks, foods, and beverages for PepsiCo consumers. After the consultation, Indra decided to hire Dr. Mehmood Khan to run PepsiCo R&D, science/ health procedures, and global nutrition within PepsiCo. He helped the company develop healthier products, encourage environmental responsibility, and empower employees (Fast Company, 2017). Verification and application: Proving their solution are viable. Since they launched performance with purpose, the company was able to acquire great companies and provide healthier products that helped PepsiCo generate revenue. They became the pioneer of innovations in agriculture. They were able to reduce 73% in water use and carbon emission by about 27%. The company reached its goal of helping 3 million people in Asia, Africa, and Latin America gain access to safe and clean water. In recent years, leaders are to be adaptable (DuBrin, 2016).

There are techniques Indra Nooyi have used to resolve conflicts among her team members. For example, Indra Nooyi is known to be considerate of her employees. Indra Nooyi acknowledges and comments on the positive actions of the team members. Not many leaders have been successful in collective team collaboration among the leaders. Indra Nooyi also promotes organizational structure and team development by planning group gatherings with flexibility for participation, modeling cooperative behavior and attitudes, and coaching the personalities of those who have trouble adapting to team environments. Indra Nooyi understands that when a team in a norming stage, many personalities will clash. It takes a leader like Indra Nooyi, to establish a mentorship development so that team members can move from the Storming stage to a more performing stage.

PepsiCo is a trailblazer when it comes to leadership and diversity. PepsiCo was one of the first to appoint first African American, Hispanic, Asian, and woman executives before 1970 (Bussinessfacts.com). Per the annual pulse survey, 38% of employees indicated that they felt that the company is very inclusive from 2003 – 2005. The selection of Indra Nooyi further segmented PepsiCo at the forefront of diversity. Pepsico is a global brand that many cultures around the world can relate to Indra Nooyi set her-self apart by implementing initiatives that would include more women in leadership and programs that will also prepare them for guidance. I identified with Indra Nooyi because she did not shy away from her ethnicity and gender, and she embraced it. That is a transformational leader. Most times, women or minorities in leadership would shy away from initiatives that would make them look too feminist or pro-minority. There is one aspect of having female CEOs, and there is another aspect of them being self-aware. Leadership is not just leading but also paving the way for others that come after you. Not many leaders can achieve that once they become leaders. Indra Nooyi's courage inspires me.

References

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