Charlie Scharf

What I find when I talk to people internally is sometimes people get confused between really good management and leadership, right? Those two things are very different. And as you become more senior, you really can't be just a great manager without becoming a very strong leader. So to me, the first thing I did was made it very clear to people.

What I find when I talk to people internally is sometimes people get confused between really good management and leadership, right? Those two things are very different. And as you become more senior, you really can't be just a great manager without becoming a very strong leader. So to me, the first thing I did was made it very clear to people.

First of all, I've got a huge amount of respect for what was built before me. You can't just point out the problems and talk about all the things that have to change. You have to win people's hearts and minds. And to make people fully understand that you know what they've done that's done so well, you have to know what they've built.

First of all, I've got a huge amount of respect for what was built before me. You can't just point out the problems and talk about all the things that have to change. You have to win people's hearts and minds. And to make people fully understand that you know what they've done that's done so well, you have to know what they've built.

And then you transition to, okay, but having said that, we're not where we need to be.

And then you transition to, okay, but having said that, we're not where we need to be.

What I find when I talk to people internally is sometimes people get confused between really good management and leadership, right? Those two things are very different. And as you become more senior, you really can't be just a great manager without becoming a very strong leader. So to me, the first thing I did was made it very clear to people.

First of all, I've got a huge amount of respect for what was built before me. You can't just point out the problems and talk about all the things that have to change. You have to win people's hearts and minds. And to make people fully understand that you know what they've done that's done so well, you have to know what they've built.

And then you transition to, okay, but having said that, we're not where we need to be.

It is a volatile time. It is a time of unknowns. Again, we're trying to be as clear as we can about what we think today.

It is a volatile time. It is a time of unknowns. Again, we're trying to be as clear as we can about what we think today.

It is a volatile time. It is a time of unknowns. Again, we're trying to be as clear as we can about what we think today.