Published by:
Harvard Business Publishing
Length: 6 pages
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Abstract
Going from Catholic nun and teacher to president and CEO of a $5.7 billion bank is a monumental leap. But Rosemarie Greco found that teaching school is not so different from managing a business. Hired in 1968 by Fidelity Bank in Philadelphia as a secretary, Greco was determined that every day on the job she would learn something new about banking. This led to a promotion to the training department of human resources, putting Greco on a career path she had never envisioned. When Greco was promoted to director of human resources, she worked to change the bank''s discriminatory corporate culture, until Fidelity became one of the best places in the country for women to work. Soon afterward she was made CEO. Greco learned from her convent years that people in an organization must understand that organization''s mission clearly. And to successfully change a corporate culture, everyone involved must embrace a common vision.
About
Abstract
Going from Catholic nun and teacher to president and CEO of a $5.7 billion bank is a monumental leap. But Rosemarie Greco found that teaching school is not so different from managing a business. Hired in 1968 by Fidelity Bank in Philadelphia as a secretary, Greco was determined that every day on the job she would learn something new about banking. This led to a promotion to the training department of human resources, putting Greco on a career path she had never envisioned. When Greco was promoted to director of human resources, she worked to change the bank''s discriminatory corporate culture, until Fidelity became one of the best places in the country for women to work. Soon afterward she was made CEO. Greco learned from her convent years that people in an organization must understand that organization''s mission clearly. And to successfully change a corporate culture, everyone involved must embrace a common vision.