Words matter. These are the best Cathy Engelbert Quotes, and they’re great for sharing with your friends.
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.
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.
My confidence came from always needing to compete.
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.
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.
It is important that women have the opportunity to balance different priorities at different stages in their career.
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.
Consider one possible future that could occur soon, where autonomous trucks travel highways with a human ‘monitor’ in the cab who can assist with particularly challenging driving like navigating city centres and ensure goods are delivered safely.
We have to not be afraid to say no.
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.
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.
The biggest barrier for women is the thought that they can’t have it all.
I prioritize people over tasks.
To take women’s equality from novelty to norm, we need to change narratives at a societal and individual level.
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.
I believe that 20-somethings would be more likely to embrace experimentation – and provide additional value – if they felt safe to do so.
As you think about the workforce of the future, women and minorities are such an important part of that future.
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.
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.
In general, there will likely be an expanding market around mobility management services that could offer incremental job growth.
Even if you’ve never picked up a club, or if you’ve been playing for a long time, there’s always something new to learn from playing golf. That’s the beauty of the game. You never stop learning.
You cannot be insightful if you’re deluged with information.
Technological advances are changing what clients need, the services we provide, and how we interact with them.
The digital economy is impacting us in a big way.
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.
I’ve been fortunate in life to benefit from family, educators, work colleagues, and a set of mentors and sponsors, all of whom did not hesitate to offer and support me with every opportunity to achieve what I set out to do.
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.
I didn’t aspire to be the CEO of Deloitte, but I aspired to be a leader in Deloitte.
I joined a very male-dominated profession back in 1986. I wanted to work with big multinational Fortune 500 companies, but you don’t come into the firm and automatically get those. So, quite frankly, a key to my success was that I found male mentors and male sponsors. I think some women are afraid to say that.
We share the USTA’s vision to promote and expand the game of tennis. I have been playing the game since I was 6 years old with my dad and five brothers, so I know firsthand how it teaches life lessons: integrity, dedication, and competitiveness.
I was a Division I college athlete, and I grew up with five brothers and two sisters. I’ve always been a competitor.
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.
To be sure, technology will change what we do. Tasks that are highly manual, routine, and predictable will be automated. But jobs are made up of many tasks. So the nature of existing jobs will change, and new careers will be created.
Being the first female CEO of one of the Big Four, I certainly intend to pay it forward.
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.
We can’t afford to let high performing talent just walk away from our companies without providing an opportunity to work through family needs.
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.
Women shouldn’t aspire to a box or a title. They should look toward being leaders.
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.
Deloitte Catalyst is enabling Deloitte and our clients to more easily tap the power of innovation.
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.
The innovation of our workplace is key to the development of innovative solutions that address the evolving complex challenges of our clients.
My path has been, I think, a path a lot of women can foresee themselves taking.
Deloitte University is really about leadership development. Our people love it!
I wouldn’t be a CEO today if I didn’t do different things to build capabilities and build experiences because to come a leader, you need varied experiences.
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.
The fundamentals of your business are like free throws: emphasize and practice them to perfection.
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.
Decisions made centrally, thousands of miles from the markets clients are operating in, will likely not be as attuned to local market realities.
