1. An Interview with Andy Danforth
Personal Background
First job: In high school during summer vacations I worked in the office of my
father's manufacturing company in Minnesota. Actually, that's how I got my start in HR.
Undergraduate education: I believe that anything that hones one's ability to think logically and
creatively, express oneself, work with others, read between the lines and identify patterns is useful in life
in general, and in business specifically. Being transplanted for college from the Midwest to the East
Coast resulted in really broadening my cultural horizons and expanding my circle of friends.
Your MBA in international business: For a Chief People Officer (CPO) to understand the business
from the perspective of the CEO, it's critical that, one way or another, he or she gain a basic
understanding of the nuts and bolts of accounting, finance, tax, contract law,
marketing, sales, operations and HR, in order to ask the right questions, if nothing else. An MBA can
provide a comprehensive, organized introduction to these disciplines. My program took flight for me in
applying those basics to the advanced courses on international strategy, marketing, policy development,
etc. And, let's face it, today even the most "domestic" of businesses needs to be aware of the
alternatives and opportunities offered by the global economy.
Management Philosophy
Guiding principles: A plaque in my office reads, "Integrity. Dedication. Flexibility. Vision. Creativity.
Intuition. Courage. Uncommon service. Common sense." This reflects some of my values and
aspirations.
What it takes to be a successful Chief People Officer: The bedrock for any business leader is an
in-depth knowledge of the business and the markets within which it does or could operate. In addition to
that, a successful CPO needs to be like an eagle, maintaining a focus on the strategic landscape while at
the same time zeroing in on the details, in this case of employee recruitment, assessment
and engagement (i.e., inclusion, development, training and various forms of compensation). At the same
time he or she needs to maintain a constant eye on cost effectiveness and its measurement. It's critical
that the CPO works closely with the executive team to establish and sculpt the organization's culture
through both words and deeds, recognizing that this is all part of employment branding. He or she must
be able to provide trusted counsel to the board, executive team and all employees, as well as being a
compelling spokesperson with all other (potential) stakeholders. An in-depth sense of which "HR levers"
to use when and also the ability to create a great HR function and succession plan (almost) go without
saying. Naturally, the bottom line is "getting it done."

2. Mentor/role models: My first year out of college I had the good fortune to live in London and work for
an exceptional woman named Jean Medawar. She and her husband Peter took me under their wings. As
a truly Renaissance couple, they were an inspiration: each made a major difference in his/her field while
supporting the other, and--among many other positive accomplishments and attributes--they
were extremely charming and generous hosts. They gave me a certain vision of greatness and "how to
be" in the world.
Judgment Calls
Toughest business decision: Making a decision to close a facility.
Hardest lesson learned: To pay attention to my instincts.
Best business decision: In many circumstances it's been holding off making a hire until the very best
candidate appears. Sometimes a delay has resulted in a great outcome because the business needs
have changed in the meantime.
True Confessions
Like best about job: Building successful companies by recruiting great people and helping them
become even greater. For example, I'm delighted and proud to see a young woman we recruited as an
industrial engineer some years ago (in an organization that was subsequently acquired) become the
much-lauded CEO of a sizeable company. I also get a charge out of working with executive teams
to transform cultures that have grown "tired" and out of step with the market into invigorated and
focused market leaders.
Like least about job: Needless bureaucracy, waste or delay that I can't find a way to bust--especially if
it impacts customer service, as it usually does.

3. Predilections
Prized status symbol: Having sailed from Sausalito to Tonga on a 47' sloop.
Latest reads: Steven Johnson's Where Good Ideas Come From, and Brazil on the Rise, by Larry
Rohter. (I'm boning up on the BRICs.) They're both full of surprising and useful data and insights.
Favorite film: Cinema Paradiso. When I toured Sicily last year I spent several days on the north
coast, where the director was born and the movie was filmed. The people were even more wonderful
than I'd anticipated.
Stress reducers: Running and yoga. They're both activities I can do just about any time or place.
Favorite restaurant: Cliff House. The food and service are consistently great and the view is
awesome. I love the idea of dining on the western edge of the American continent.
Favorite pastimes: Getting together with family and friends, and just about anything related to nature
and the arts. I particularly love water-related sports. Over the last few years sporadically I've been
learning to surf. It provides even more of a rush than snow skiing!
Most like to meet: The person to whom the works of Shakespeare are ascribed.