Indra Nooyi

But don't forget the toughness.

Because you're confronting them and saying, you know, I asked you to really get to know the international markets.

You made two trips internationally last year.

And each trip in three days you came right back.

How could you have learned international markets without getting out of the office in the U.S.?

Okay?

And then you write saying, I'd like you to visit the following countries next year.

And when you visit those countries, make sure you go down to this level of detail.

Okay?

Some people would say a CEO shouldn't be getting to that level of detail.

Yeah, they're right.

But if I truly care about this executive and I think they have great potential, I will get to that level of detail.

And I will monitor it middle of the year and say, hey, did you make any international trips?

Did you follow anything I said?

And if they say, no, I really don't want to go, then you go there.

You don't have the potential to be a CEO.

I think there's about three or four hundred that were corporate assets.

And one watched them all the time because these are people who in 15 years could be CEO.

There's something about them that, you know, you sort of caught your fancy when you were in a meeting or in some project that they were on.

They had brilliant ideas.