David Lapp is Senior Vice President and Chief Supply Chain Officer for PepsiCo Beverages North America. PepsiCo’s beverage business of iconic brands includes Pepsi, Gatorade, Tropicana, Mountain Dew, LIFEWTR, Starbucks ready-to-drink coffee, and Pure Leaf.
David is a 33-year veteran of PepsiCo. In his current role, Dave is accountable for leading the end-to-end supply chain operations and strategy for PBNA across the U.S. and Canada.
Dave earned a Bachelor's degree in Economics from the University of California at Davis.
WHAT YOU WILL DISCOVER IN THIS EPISODE:
- David’s path to the C-Suite.
- Advice David would give his younger self.
- The pros and cons of staying with one company for 33 years
- “Bleeding Blue”.
- Why tracking the cost of turnover is one of the most important things you can do.
- David’s legacy at PepsiCo, and one way he thinks of measuring it.
- Strategies for building your team.
- Assessing if someone is the right fit during a job interview.
- 3 keys for getting to the C-Suite.
- The career risk that David took that led to his growth and success.
- The secret to managing a global team.
- The one trait he wishes you could instill in every employee.
- How employees can more effectively communicate their idea to the C-suite.
- How to help your teammates who face burnout…especially during the Pandemic.
- His leadership strategies to connect your team while they are remote.
- What fuels David’s motivation.
- How he took the team from last to first.
- How creating a friendly competition within a team creates focus and motivation.
- David’s time as a collegiate athlete, and how it influenced his leadership.
- Book recommendations for someone in the C-Suite or who is on a mission to get there.
- The simple tool that’s helped Dave achieve success.
Questions Dave asks when hiring new people:
- What challenges will the company be facing in the future?
- What unique skills and capabilities are we going to need?
- How best can we attract those talents to our company?
“Tap into what your employees are dealing with every day and eliminate the obstacles.”
“We give our leaders both tremendous autonomy and big responsibility.”
“We spend so much time attracting the best talent; when we lose them, we take it as a personal setback.”
“You lose high performance when you have high turnover.”
“The biggest focus should be to prevent turnover in the first place.”
“Don’t put so much pressure on yourself to have all the answers. It’s powerful to ask others ‘how would you approach this?”.
“When you hire, start by thinking of the future.”
“To be really productive, you must teach people to reflectively listen.”
When it comes to helping with burnout…”It’s our job as leaders to stay connected and address it early.”
“We all (as leaders) have a role to coach, teach, and motivate our teams and help them reach their potential.”
The Game of Work, Charles Coonradt
The Wealthy Barber, David Chilton