When lawyer Amy Weaver felt unqualified for the CFO job, Salesforce COO Brett Taylor told her not to be a traditional CFO but a strategic partner. This reframing allowed her to leverage her unique skills instead of trying to mimic a predecessor, a crucial lesson for anyone taking on a stretch role.
When confronted with a potential gender pay gap, CEO Mark Benioff went on live TV and committed to investigating, publishing, and fixing any discrepancy before his team had the data. This high-risk move created immense internal accountability and demonstrated a powerful commitment to company values.
While preparing for her CFO role, Amy Weaver was told by her Investor Relations lead that while her technical answer was correct, she didn't "sound like a CFO." This highlights the crucial, often overlooked, need to adopt the communication style and vocabulary expected of a role to gain full credibility.
Applying her Salesforce experience to Direct Relief, CEO Amy Weaver emphasizes that scaling a humanitarian organization requires the same discipline as a tech company. Investing in robust systems and streamlined processes is crucial. A "rickety platform" will prevent a non-profit from scaling its impact, no matter how noble its mission.
Facing a dead-end job, Amy Weaver chose to resign without another position lined up, guided by the principle: "First you leap and then you grow wings." This counterintuitive approach of creating a void, though terrifying, can be the necessary catalyst for finding a better opportunity, as it was when Salesforce called two months later.
Accenture CEO Julie Sweet advised new Salesforce CFO Amy Weaver to identify and master the single most important source of credibility for her new role—in this case, Wall Street. Instead of trying to learn everything at once, she focused on excelling in investor relations to quickly establish her authority.
Salesforce embedded its 1-1-1 model (1% equity, product, time) at its founding when the company had no valuable equity, product, or many employees. This strategy of starting small built philanthropy into the company's DNA from day one, allowing it to scale into a massive program without disruptive cultural or financial shocks later on.