艾登Mirzaee (Fellow.app)00:30

保罗,欢迎来到这个节目。很好的你。我知道你有一个广泛的领导生涯一直在PayPal美国运通今天,你在加拿大硅谷银行行长。我想倒带也许从头开始。你还记得当你第一次开始管理或领导团队?一些早期的错误是什么,你在那些日子?

保罗·帕里(SVB加拿大)02:40

是的,感谢上帝,这是很久以前的事了。但你知道,我做的第一个错误是由于某种原因,我认为主要是领导带头和被领导的人,是我,不是别人。我有这样的印象,你已经当了一次你是领导人,自动人们会尊敬你,因为你是领袖,你赚,因此,你知道,你让他们因为你领导的尊重。人,是我错了吗?因为这是完全相反的,人们的思维方式。这是第一个大错误我只是认为人们会看到我和尊重我作为一个领导者,因为有人说我是他们的领袖。

艾登Mirzaee (Fellow.app)03:23

你还记得你算出来了吗?有具体的事情发生吗?或者为你花了多长时间来实现?

保罗·帕里(SVB加拿大)03:31

是的,你知道吗?首先,第一个问题是,我有短期的成功,对吗?因为我跳的每一个交易。顺便说一下,我是一个销售团队的领导。所以每一个交易我跳进水里,我觉得我可以带头,跨线。,顺便说一下,默认情况下,我得到了认可,这总是很酷。每个人都想认识。所以我得到了这个成功的高峰,因为我所做的每一个交易。我很快发现交易开始消退,消退,管道是跌倒。我想,这是怎么回事。 But what I found out is that people didn’t want to do it anymore. People didn’t want to work to make me look successful. They wanted to work really to make themselves look successful. And I started quickly realized that if I was going to be successful as leading the team, it was going to have to be because they became successful. And quite frankly, the power of 10 is far greater than the power of one.

艾登Mirzaee (Fellow.app)04:35

是的,那是非常合理的。在某种程度上,你开始意识到,嘿,这工作,但是并没有真正的规模。这是非常合理的。

保罗·帕里(SVB加拿大)04:42

肯定的。如果你能得到团队中每个人都要努力工作,想要成功,想要进入下一个级别,你会更大的不仅仅是你自己承担每一块但让我帮你另一个是问题答案的一部分,这是我有一个很好的指导我的导师指出其中的一些事情我指出我说,嘿,你做得很好,但你把信贷为赢或销售,现在我告诉你你将失去你的团队,你将失去他们,你认为他们会说,哦,嘿,这是我的领导,每个人都想成为像他一样的。他们不是,他们不是你会失去他们,因为他们会说,嘿,我做了所有的工作,他把信贷。所以我有一个很好的导师,帮助我理解人们如何思考的心理学和为什么他们认为,和你需要如何不同。是的,不,

艾登Mirzaee (Fellow.app)05:33

这是一个很好方法。你提到的“心理学”这个词。你说在学校心理学?

保罗·帕里(SVB加拿大)05:39

很有趣,对吧?所以我有一个,不是很多人都知道这一点。所以我的教育哲学专业荣誉。这意味着我认为,我不知道,26日36学分必须在哲学。我甚至不知道它。只是毕业前,有人对我说,嘿,你是一个信用的辅修心理学。我就像,那很酷。在那里,我应该注意。但是是的,所以我学习心理学,但我得到了我的哲学学位。

艾登Mirzaee (Fellow.app)06:06

太棒了。哪些事情你学会了从心理学或哲学背景你认为非常有用当管理或领导团队?喜欢,有事情直接翻译来帮助你吗?

保罗·帕里(SVB加拿大)06:22

是的,我认为人们误解了哲学的一件事是他们都认为这是笛卡尔和柏拉图。你知道,在真正的深入思考,这意味着它无关,但哲学实际上是基于逻辑。心理学的一个分支,心理学,从本质上讲,意思理解人,毫无疑问在我的脑海里,我的成功来自我的能力理解人们为什么他们做他们做一个了解你激励或激励别人,他们的那种真正的成功是什么样子。这就是建造的心理学和哲学没有构建的商业学位。这不是建造的理解的表格建立更好的理解人类的心灵,和人的动机是什么,为什么他们认为,他们的思维方式和哲学和心理学的核心。

艾登Mirzaee (Fellow.app)07:14

这是非常有趣的。所以你所做的事情是什么你认为非常有效地帮助激励团队达到一个特定的结果吗?

保罗·帕里(SVB加拿大)07:24

你说在那里的东西很有趣,对吧?因为有激励个人和激励一个团队。这是两个非常不同的事情。激励一个团队有一个共同的债券有一个共同的目标,愿景,称它为你想要的,但每个人都朝着相同的结果。玩很多运动,我打曲棍球,仍在这一天,我在哪里,你知道,每周三个晚上,我在滑冰场,我们都知道我们要实现的是什么,对,这是净的冰球。在运动中很容易,对吧?你知道你想做什么?因为你赢的方式是通过在工作环境中,并不一定是正确的。最终的结果是什么我卖五个交易或出售50交易,我不确定。这真的是销售交易呢? Or is it about something else. And so, from the team perspective, it’s creating alignment on what we’re doing, why we’re doing it, and why we’re doing it. The individual piece of that is very different, because everyone plays a different role in a team. And again, if you apply it to a sport, I’ll use hockey just because I’m so familiar with it. But a defenseman has a goal, right? It’s to get the puck, typically, out of your end zone and up to somebody else who’s going to run forward with this right? Again, as you apply that to business, it’s not as clear as your goal the same as everyone else’s, you know, role in what we’re trying to accomplish. But understanding what a person wants to do, I think is the most important piece, there’s a lot of leaders that will identify a strength and someone and sort of say, hey, Aydin, you should be doing this, because you’d be awesome at it. Right? But maybe Aydin doesn’t want to do that. Maybe that isn’t what gets you out of bed in the morning and get you up and inspired. And so a great leader will identify what those things are that gets you inspired and motivated. And it might be in very likely is very different than what team entire sort of goal and vision would be.

艾登Mirzaee (Fellow.app)09:19

这是非常合理的。所以对于一些球队,我知道你提到的销售。我知道对于销售团队来说,这样的事情可能有点容易有时因为你知道,你通常会选择一个数字。现在你说像整个组织和高级人民和青年。你怎么都在同一个方向划船吗?如你发现真正有效的从整体像一个公司或组织的角度?

保罗·帕里(SVB加拿大)09:48

是的,很好的问题也是一个很大的区别。销售人员很容易。我认为首先,承认,每个人都扮演一个角色,你出售的东西和赢得的东西。这是很少销售员的工作。这是每个人都在幕后,提供识别和确认每个人都在做什么一直到操作的人可能不是很清楚,他们的东西的一部分。但我或领导能认出他们的角色是什么,和他们提供识别出售,我认为是一种数量应该寻找一个领导人。和数量两个非常相似,我们都知道为什么我们在这里?我们都知道我们想要完成,成功是什么样子的。,并不意味着这是一个销售,它可能是一个税务重组,它可能是一个新的或更好的,更有效地使用我们的操作,我们可以节省数百万美元通过做不同的东西从操作的角度看没有增加顶线。所以确保我们都知道最后的结果是什么,我跳舞围绕一点视力因为我认为视觉有时过度使用,但我认为最终,每个人都知道他们在玩什么角色,为什么他们在玩吗? And what success looks like is the number one motivator?

艾登Mirzaee (Fellow.app)11:11

是的,我认为很有道理。我的意思是,讨论分工,确保每个人都知道他们去的地方。但是我真的很喜欢你怎么说也是很重要的,也许你作为一个领导者,画一条线从个人或团队,并向他们展示如何直接相关,因此,每个人都觉得他们是一个团队的重要组成部分,实际发生。是的。等等,注意,另一件事,你说了很多关于只是战略领导,我们有你说重要的是一个领导者不仅设置了视野,也为团队提供战略方向,并帮助他们了解如何得到他们的统计数据显示,10%纯净的领导人表现出的战略技巧。所以我们为什么不从可能的一些基础知识,一个领导者的战略技巧是什么?

保罗·帕里(SVB加拿大)12:03

是的,它很有趣,对吧?因为它要清楚有一些引用战略与愿景。但愿景是你真正想要的结果,我想,是你想要的最终战略领导,你将如何做到这一点。经常错过了的信念是,如果我点你正确的方向,这是我们都要去,你要知道如何到达那里。但现实是,常常有很多不同的方式去结束。策略,我认为这里的战略部分每个人都知道他们的角色是什么吗?我们知道你的商业计划策略我们什么?我们有正确的操作模型吗?我们有正确的组织设计的地方吗?对吧? So the strategies of how will get us to the Watts being the what being the vision? And so having a great understanding around career pathing and org design and where you go next? And what keeps a person inspired in that space? That for me is a strategic leadership, one aspect of strategic leadership.

艾登Mirzaee (Fellow.app)十三10

所以你如何在你的我猜,每天花更多的时间思考战略,我觉得有时候很容易陷入交付什么季度马上在你面前,就像一个任务,你在开会,你现在很关注。而且有时会很难认为在未来和思考战略和整体水平的你将如何实现的结果。你做什么来让更多的时间吗?或者这样做有效吗?

保罗·帕里(SVB加拿大)13:43

是的,你可能已经回答了这个问题。它是关于时间,对吧。所以为自己为自己创造的空白在我的日历上,并将其指定为这是我的空白。这是我的时间,我需要考虑组织需要什么呢?我们的下一步行动呢?的下一个项目是我们要工作吗?接下来的战略,我们将部署?去一个更好的结果?我构建时,就像字面上专用的时间在我的日历。射击,这是最重要的,。 It’s also not very fulfilling. The hard part is sometimes you spend a whole day being very tactical, right? You have 150 emails that come in and you punk away and you got phone calls, you got one two ones, and you start at eight o’clock and you finish at six o’clock and you feel like wow, what a day What a day I had like I was a productive day. The reality is you actually didn’t produce anything I am you didn’t take any time out of your day that would eventually move the organization forward. That would get you to a place further than you’ve ever been before. All you’ve done is just taken care of business and one of them feels rewarding, being the tactical side that you were busy all day. But the reality is the reward actually comes when you take time out of that day, and deploy the skills that you might leaders have asked me to do. Because I didn’t come in to answer emails and do one on ones and make people feel really great. And I came in also to make sure that the organization’s moving forward that we’re building that we’re resourcing, that I’m recruiting people that we’re creating new offerings to our marketplace that isn’t available today. And the best way to ensure you’re doing that is by dedicating time to that.

艾登Mirzaee (Fellow.app)十五29

这是非常有趣的,我认为你做一个很好的点,这是一个更困难的事情的感觉几乎像完成未实现当你做这些战略的事情。有时,你可能会花很多的时间,你可能不喜欢得到一个超级切实的成果。但是其他东西几乎是垃圾食品。也许垃圾食品并不是正确的术语,但它就像,立即满足,但也许就像不一定长期而言,最有效的方式,你可以花你的时间。如果你有一块空白。你确实在这段时间里什么?我知道每个人都喜欢一种不同的工作流。所以说你有两个小时,让我们非常战术就像这是早晨吗?这是一个下午吗?这是一个晚上吗? What do you do during that time? Hmm.

保罗·帕里(SVB加拿大)16:19

很在我的职业生涯,我想基于我需要的地方。当我需要。COVID已经改变了很多东西,因为在这里,每一天,我在这里。我从来没有动摇。我不是一个机场,不是旅游,我不处理所有的东西。所以我封锁我的早晨,我一醒来,很少有事情和我的咖啡,你知道,等等。但我的前两个小时的天是一块在我的日历,我什么都不做除了期待每一天。顺便说一下。我们实现我们想要的愿景吗?做什么?我们了解它是什么吗? What aspects of our vision are not being met today? And I’ll give you an example within SBB. I don’t we’re not going to talk about se but I’ll give you an example. We’ve just revisited who we are as an organization after 45 years, we’ve made sure Or is everyone aligned we’ve had a lot of people come in but a lot of acquisitions are we still all aligned on what we are and who we’re going to be and we created this amazing video productions, etc. But we came out with this is not a mantra this is nothing else is just for internal people to understand a purpose statement. Right? Our purpose is to fuel innovation for a better world. That’s our purpose. Right? So when I wake up in the morning, I’m thinking are what we doing today? Is it actually fueling innovation for a better world? Do we have the right tools in place to lend money to a particular type of segment? Do we have enough era activity going on? Do we have enough life sciences space going on? And so this is what I’m doing to kind of how do I continue to ensure that well, other people are being tactical, and they need to because that’s part of what their role is what but while the sales guys are in sales girls are doing what they need to do and operations are doing what they need to do, somebody needs to be keeping this ship going in the right direction, because it’s easy to kind of veer off and not get where you need to go. And so my mornings are spent ensuring that my offerings are the right ones and where I need to be and what else I need to be thinking about.

艾登Mirzaee (Fellow.app)18:28

这是超级有趣的,实际上做类似的事情。我也有一块两个小时在早上。我发现它非常有用。对我来说,我想,像我想弄清楚的是,我知道有些人现在,这一次的方式很大程度上被花了更大的块。所以我可能知道本月说,这些更大的事情,我想说我们要有一个新的定价计划,或者我们需要雇佣这种类型的人。所以他们就像更大的事情。所以我利用这段时间,主要是东西。但我知道有些人做事情像《华尔街日报》。他们可能回答这样一个问题,说这个问题,是我们目前本季度我们正在做的事情吗?将它们结合在一起来这个总体任务? And they’ll like, write out the answer to that question. That is the forcing function for them to think about it. Yeah, I’m curious, like what actually goes on tactically during that time?

保罗·帕里(SVB加拿大)19:23

首先我想说,没有人应该从别人指导,对吧?我试着写日记。我吸取教训。首先,我甚至不能读我的文字后就可以了。我说,为什么?我思考当我做什么?所以我去自己去,我怎么学习?为什么我甚至激励自己?我激励自己吗?它是如何? I’m very surprisingly, even to myself, sometimes. It’s all cerebral. It’s all thinking. I do very little writing because when I’m writing, I’m not thinking it’s just so everyone thinks differently and everyone’s wired differently. You heard that saying a lot, my wiring is all internal. I’m somewhat gifted with a memory. That’s insane. And I literally remember numbers that people will tell me and then I can give it back to them three weeks later, three months later and tell them exactly what the number was, I will often call someone out if they tell me a different number. And they told me three months ago, and so I much more cerebral, it allows me a little bit to multitask. I’ll tell you what the multitask is, it could be walking, it could be exercising, haven’t been able to do it because the gyms are closed, uh, used to be a runner, that was my favorite time when you’re running and just thinking and managing internal, but the knees are shot, but I’m very cerebral in that space right now. And I’ve tried other techniques that people have told me journaling and whiteboarding and all those other kinds of things. It all stays up top.

艾登Mirzaee (Fellow.app)20:51

这是非常合理的。所以我认为你说的周围每个人都是不同的。所有的工作流程是不同的。我的意思是,你有早晨类型的人,夜晚的人,Cerebro,伙计们,喜欢写东西的人,我认为关键是,如果你不做,你的时间将被填满,然后你不会有机会

保罗·帕里(SVB加拿大)21:09

非常,我也将自己从干扰,这是非常困难的。如果我的电脑是开着的,如果它是开着的。往往是,顺便说一下,我可能对别人的材料我可能会在这段时间里,我可能会读的东西有人送我一本书,说,保罗,你应该读这篇文章的时候,或者那些所有我做的不同的事情在这样的块。生活我没有做的一件事是监控电话,或电子邮件,我的电脑再一次,有时让你觉得你已经完成的东西,你知道,这是730年,有人送你电子邮件,你点击,你回答。你可能会认为,男孩,我打赌你人认为我真的在我的游戏。不,他们没有,他们不在乎。你只是为我总是设定错误的先例,我总是可用,因此我希望你总是可用,你设置了错误的优先级。所以我关闭所有通知当我做这个白色间隔活动。,可以阅读,可以是文章,它可以做很多的事情,让大脑周围的流动是什么,最终我们试图完成作为一个组织。使一个

艾登Mirzaee (Fellow.app)22:18

很有意义的。我认为这是一个很好的总结。嘿,那里。仅仅是一个简短的说明,在我们继续下一个部分,如果你听这个播客,你可能已经做一对一的会议。但是事情是这样的,我们都知道一对一会议是最强大的,但与此同时,在实践中最容易被误解的概念和管理。这就是为什么我们已经花了一年多编译的最佳信息,最好的专家建议到这个设计精美90 +页的电子书。现在,不要担心,它不是单一的字体,你知道,大量的文本。有很多图片。很高兴,容易消耗信息,我们花了这么多时间构建它。好消息是,它是完全免费的。 So head on over to fellow dot app slash blog to download the Definitive Guide on one on ones. It’s there for you. We hope you enjoy it. And let us know what you think. And with that said, let’s go back to the interview. Let’s talk about career development. So you’ve been a leader for a long time, you’ve seen people on your team rise up through the ranks, what have you learned about developing other people in the organization?

保罗·帕里(SVB加拿大)23:34

我认为最大的学习有时指出人们对他们的优势,他们是否因为他们通常没有意识到它。但确保一个人的职业生涯是什么他们想要的东西,而不是我想要的。正确的。所以我见到你,avdin公司,我看到,你会成为一个伟大的主持人。如果我说这是我的想法。除了你不想成为一个主持人。正确的。但我认为你会成为一个伟大的人。我认为很多领导错误地说我要帮助你成为这个伟大的主持人。这就是我要帮助你成为好,如果你不想被你可能顺便可以满足我对你的渴望成功,然后最终实际上是真的,真的不开心。 And, you know, I can relate this to children, you know, a 16 and a 21 year old, again, in sports in hockey, you see a lot of kids that their parents are far more interested in them scoring a goal or them attending a hockey game than they themselves are. And by the time they turn 14 years old, they’re out of hockey and everybody’s trying to figure out hey, why do kids quit sport to 15 years old? Yeah, because they never wanted to do them. That’s why they never wanted to, but it was in the person who was controlling them and leading them they were making them do something it didn’t even and they were never asked, Hey, do you love this? You like doing this? What is it that you want to do? Because if you want to do it and you’re going to be emotionally attached Do it and you’re going to be in charge of being successful in it. Let me help you become successful and what you want to become successful. By the way, it might not be the head of the organization, because not everyone wants to do that.

艾登Mirzaee (Fellow.app)25:12

是的,那是超级有趣。我想,当我们有时会选择其他的一部分,或者想找人把他们的职业生涯,这通常是因为这是像我们思考自己的职业发展。我们也许像,投射出,它并非总是如此。所以我认为第一步,这显然是问这个人,但通常情况下,你甚至发现不是每个人都真正知道他们的职业在哪里去。或者他们就像,在他们职业生涯的早期,他们没有试过很多东西。所以他们可能不会在一个好地方能够决定他们应该去的地方。

保罗·帕里(SVB加拿大)25:48

是的,我要添加。并不是每个人都想去任何地方。我认为一个错误假设你想做些不同的比现在你在做什么。然后你得到自我实现,嘿,为什么每个人都在我的组织生产?为什么每个人都离开?为什么每个人都在做什么?每个人都想将每六个月吗?嗯,你促进某人工作,15分钟后,你会说,嘿,你希望你的下一份工作是什么?正确的职业道路是与进步和运动有关。但职业道路,你在一个很棒的工作,你喜欢做你在做什么? You’re really good at it? How do I keep you motivated or recognized for doing a great job? Because that’s what you want your career to be? Not necessarily, I want to advance it somewhere. And it’s a mistake. Often people we make people feel like you’re not very successful. If you’re two years in your role, and you’re not already asking, What do I get to do next. And then you end up with this, we’re in the whole ecosystems in trouble right now. I mean, everyone’s moving everywhere, and can’t really figure out exactly why. But I do think that there currently is a little bit of lack of leadership associated with this, there’s a little bit of forced movement going on with, you’re sitting at home, you need some change, you need some inspiration or motivation. And so I’m going to get that by just changing jobs or going to another organization, because the one that I’m in, isn’t giving me really what I want right now, I find that to be kind of one of the biggest things is not everyone needs to or wants to move away from the job that they’re currently in. And it could be 18 months, it could be 18 years, you should applaud the people who love doing what they’re doing every day and have no desire to change it. They just want to be great at doing what they’re doing.

艾登Mirzaee (Fellow.app)27:39

是的,那是非常合理的。我认为LinkedIn很高兴所有的变化和状态更新。我认为部分原因是,你是对的人很大程度上的改变,就像你的LinkedIn,你知道,职称,比如经常显示出这样的职业发展是事物的一部分,我们现在将在你的职业生涯进展更新这些标题。是的,这些帖子。

保罗·帕里(SVB加拿大)28:06

具有讽刺意味的是,如果有人来到我的角色,他们有一个新的角色每18个月了四年,对吧?有一些原因为什么我认为我要不同,我不会只是下一步,我确实看到有些人每两年在按钮移动,移动,移动,无论它是一个促进和公司他们在,还是搬到一个不同的公司。在两年内,我已经知道他们从我,就像没有什么我能做的,因为有人根深蒂固的那个人。获得成功的唯一途径,或者觉得还是看成功的唯一方法,经常看成功,是通过每两年,做另一份工作,因为它会被认为是不成功的在工作超过两个。我觉得讽刺的是,人们正在寻找名称或运动快速添加到自己的简历,而事实上你做的一切都是指示人真正理解这一点,在所有的可能性,你让他们18个月到两年。

艾登Mirzaee (Fellow.app)29:08

是的,我认为你说的在我周围,很难找到任何一件事,特别是在过去的几年里,但我确实认为这是部分领导的挑战。如果你有一个组织,你能够证明哦,你可以种植在我们公司,你可以得到更多的责任或者感到满足和发现增长,即使它不是标题增长,但增长和学习和承担更加雄心勃勃的任务或目标。我认为会发生的少。实际上很难说什么特别,但我同意你的看法,领导肯定有影响。

保罗·帕里(SVB加拿大)29:49

是的,你知道我的想法也是组织的责任意识到并承认和奖励的人喜欢做他们在做什么。这可能意味着,你知道,你不能给别人加薪2%或1%的提高。如果他们不动,他们只得到1%和1%。他们看着周围同龄人得到提升,得到10%。然而,他们的忠诚没有被认可。他们跌倒梯子从财务的角度来看。我认为组织看那个说,我如何识别和奖励的人做一个伟大的工作在工作他们没有强迫他们晋升为赚更多的钱吗?

艾登Mirzaee (Fellow.app)30:31

所以主题的鼓舞和激励团队,你的领导人可以做的事情是什么?或者如果你有这些的公司的例子,你一直在,在你能够像激励,激励团队达到真正追求一个困难的和潜在的,当时一个看似不可能完成的任务?

保罗·帕里(SVB加拿大)30:57

是的,是有一些,让我带回来的路上,就这这里没有早期的协会。当我从美国运通加拿大搬到英国,我搬进了一个工作,改变了空气中,。所以我走到成为公司的副总裁卡和欧洲的旅行。所以我要引领全球团队看起来全球客户群体后卡在空中和旅游,我们决定我们会把这些规则,组织会分裂。当飞机降落时,我很快,你知道,一切都是嗡嗡的一切。电话是,嘿,这些事情你想做哪一个?我做有氧运动一个旅行,我说,哇,,哇,,这很疯狂。当然,我得到我的团队曾做也做出同样的决定和意识到这将是多么困难的终极目标的方式在这两个市场份额增长,顺便说一下,这是一个什么似乎是一个非常艰巨的任务,对的,你有一个全球客户群体,这是最大最大最大的大的,和你人管理旅行卡计划,他们要分手,决定哪一个是正确的,然后最终,开始生长。所以现在你有变更管理,无论是在职业方向他们想什么。以及变更管理,你不可能是不公平的,但是你不在这里照顾一个客户了。 Your job is to grow that the start was you make the decision, you make the decision. So a lot of people said to me, Paul, just tell people what they’re going to do. And I’m going to go back to this Rite Aid. I’ve told you a few times now, leaders have to stop telling people that I think you’d be a great card manager, you’d be a great yep, I might be, but it’s not what I want to do. And until people realize that when I wake up every day, I really love what I’m doing. And I really want to do what I’m doing. I’m going to do it anyways. Because that’s what I’ve been raised. That’s how I’ve been doing. But if I want to have passion, and really accomplished some things, I want to do it. So the decision I made was, you decide what you want to do. Right? So that was decision number one, by the way, very difficult for people to do. The second was Okay, so now what are we going to do? Because Do I just keep doing my exact same job? Or do I do something different? And I sat down with each of them to say, Do you think there’s opportunity? Do you think the move the company just mean, was a good or bad move? And if it was, you know, either way, whatever your answer is, let’s understand how we change that, because we’re not going to change the organization, we’re not going to change what the decision was, we have to sit down and decide how do we make the best of what the situation is, in many cases, by the way, people loved it. And a lot of people did not, right. And so I’m going to tell you, this was a one on one individual discussion. In scenarios like this, you cannot lead as a group, you have to sit down and get buy in from an individual level, and gain respect from them for your leadership and let them know that you want them to become successful. And this isn’t about the organization. This is about the individual. I think if you apply this sort of individual pursuit, in all things, leadership, you’re going to win every single time. It’s difficult to do if you’re dealing with 10,000 people. But you know what? Aydin, there are very few people who are dealing with 10,000 people. There’s a most people are dealing 1020 3040 people. And yeah, it takes a lot of time to set up 40 different individual calls. But these are people and this is what we need to do as a leader. You can’t tell somebody, Hey, I really care about you. But I’m not going to talk to you as an individual. I’m going to talk to you as a group all the time, right?

艾登Mirzaee (Fellow.app)34:40

是的。这就是为什么这个东西很难,对吧?没人说这很容易,也没有很多工作。但它是非常酷的看你怎么看这个概念和长度你去确保每个人都承认在个人层面。我认为这是太棒了。

保罗·帕里(SVB加拿大)34:56

我做招聘。所以我不决定雇佣,显然我不是,除非你直接给我。但是我经常会拿起电话,如果我知道某人的思考来这里,说,我与他们交谈,让我坐。我会给他们我在想什么,让我们有一个正常的对话。它不是经常跟一个首席执行官,谁在乎。顺便说一下,我的首席执行官,我的新公司的新任首席执行官,拿起电话,叫我我们有一个良好的长时间的讨论,我们讨论,我们谈论我的家庭生活对我的兴趣,我想去和我想做什么,我不谈论业务,我们不讨论这个。我们谈论个人的一面,我意识到,好吧,如果一位首席执行官约10000人组织能做到,那么我可以用50。我能。

艾登Mirzaee (Fellow.app)35:42

是的,那是非常合理的。保罗,这是很棒的讨论中,我们已经讨论了战略领导的概念,职业发展,心理学的空白,如何与人在个体层面上,我们所问的一个问题上的所有经理显示是为其他领导人不断寻求获得更好的工艺。有没有最后的提示、技巧或智慧的言语,你会给他们留下吗?

保罗·帕里(SVB加拿大)36:11

你是人类,你不能是完美的,对吗?如果你试图让人相信,仅仅因为有人受膏者你,作为领导者,你知道所有的事情,你注定要失败,对吗?我学会了更多的从我的员工在我的有生之年,然后他们从我,我向你保证,我向你保证。我要继续问,想要了解更多来自他们比我生活中的一项工作,清除路障,提供指导和方向和愿景为我的员工基础和目的。但是最终,这是由于员工。这是为我工作的人,这不是由我,很少有实例除了一些重组当有人带来了修理坏了的东西。但是经常是罕见的,几乎所有的人进入一个相当成功的运行良好的组织。现在你想找出如何使它更好。我向你保证让它更好的从组织中发现,如何做得更好?因为我不能够这样做。 I’m going to ask those people, Hey, how do you think I make it better? And they have way better answers to that, that I’m going to have to that. That would be my kind of number one final thought on that.

艾登Mirzaee (Fellow.app)37:28

太棒了。这是伟大的建议和一个伟大的地方结束它。保罗,非常感谢。