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“I think I am more motivated by fear of failure than a desire to succeed.”

To motivate her teammates, they wrote a fictional Wall Street Journal article, dated in 2005, that how they foresee the successful Xerox in details. Many were surprised and impressed at her ability to adjust the situation, and thought that there could be some strategies in it but truthfully, there wasn’t. Mulcahy had concluded that the core element to it was, communication. When you are working in the environment and culture where everyone had mutual distinct goals, naturally the corporation could process quickly.

I personally feel that Mulcahy triggered the intrinsic motivation of the employees to drive them to work hard for their mutual goals. Mulcahy mentioned that she believed in treating her employee right and with dignity. The corporation provided the employees’ with fringe benefits such as health, education and house benefits because Mulcahy agreed that working adults should have a well balance between personal life and work.Moreover, she valued them based on their performances. She expected full support from the team and nothing less as she contributed her greatest effort.

“Employees are a company’s greatest asset–they’re your competitive advantage,” said Mulcahy. “You want to attract and retain the best; provide them with encouragement, stimulus, and make them feel that they are an integral part of the company’s mission. Employees who believe that management is concerned about them as a whole person–not just an employee–are more productive, more satisfied, more fulfilled. Satisfied employees mean satisfied customers, which leads to profitability,” said Mulcahy.


During her session of comforting the customers and shareholders, she came across a customer who was anxious about the culture of Xerox, that was regarded as ‘bloated bureaucracy’ but she defended with the great loyalty to Xerox that she was the culture. Moreover, I think that at that time Xerox had an aggressive culture as they were in a critical situation and success wasn’t an option.

Leadership is commonly mistaken as an individual trait and I would argue that collaboration takes a part as well because it depends more on the culture of the company. Mulcahy said that the best high performing companies aren’t typically led by big name CEOs but by leaders who built great teams. Therefore, I hypothesize that the cultures in Xerox consist of collaborative and hierarchical. In the culture where the employees had mutual goals to strive for, it gave them a sense of direction as to where they were heading.

Xerox’s headquarters depends on its Human Resource service center. The professionals helped ensure that the employees are treated with dignity and enhanced their valuable skills through work experience, job assignments and learning opportunities.

“My faith in the Xerox team remains unshakable. I was always amazed that during the toughest times, such as closing a division or announcing a layoff, I would hear from employees,” she says. “They’d ask, ‘How are you doing? How are you holding up?’ They knew these were ugly, ugly decisions and that I wasn’t making them lightly. That counts for a lot.”


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