Engelbert has made a big bet on technology, forming partnerships with Amazon Web Services—to combine Deloitte’s business savvy with Amazon’s tech agility—among others and developing a cadre of Apple-specific advisers, experts in shifting businesses to mobile using the ios platform.
She has also doubled down on work-life balance, insisting, against the advice of her spreadsheet wielders, that all employees be offered 16 weeks of paid leave for any family emergency.
"I’m not a big rattler, but I rattled some people," she says. "I said we’re just going to do it."
AS FAR AS work-life strategy goes, Engelbert has a black belt in scheduling.
The day before our meeting, she was in Washington at a business round-table.
Two days before that, she was in Dallas.
The previous week, Madrid and Singapore.
Because she travels so much, she prioritizes family, including her two children, when she can.
She coached her daughter’s middle-school lacrosse team.
Even as CEO, she made it to most of her daughter’s high school games.
She has promised her teenage son (her daughter’s now at college)
that, after our conversation, a client lunch and several internal meetings, she will be home in northern New Jersey by 5 p.m. to watch an NCAA game with him.
At about noon, her assistant gets antsy.
Apparently I’m eating into Engelbert’s time for SMOR—"small moments of reflection," the 10-minute micro-breaks she schedules between one meeting and the next.
How did Engelbert win the approval, trust and votes of a business-minded group of individuals when so many other women struggle?
In short, whether by nature or design, she does not appear threatening.
Her conversational style is friendly and unpretentious.
She makes no jokes.
Like many CEOs, she’s a competent but unexciting public speaker:
at a recent commencement at Duke, she gave advice that started with the letters DUKE, while at a Villanova talk her tips began with NOVA.
Source: http://www.kekenet.com/Article/201811/571491.shtml