[bctt tweet=”“People need to see that you’re willing to make mistakes, that you’re willing to expose mistakes that you’ve made.””]
Download this Action Journal
This great resource will help you along the way, during or after you listen to the podcast. Not only will you get to know our guest, you will be asked tough questions to really spearhead your journey to becoming a better leader!
Charles W. Scharf was appointed Chief Executive Officer and a Director of BNY Mellon in July 2017 and became Chairman of the Board of Directors effective January 1, 2018.
Charlie was most recently Chief Executive Officer and a Director of Visa Inc. from October 2012 through December 2016, where he was recognized for transforming the firm into a technology-driven digital commerce company.
Before joining Visa, Charlie was a managing director of One Equity Partners, the private investment arm of JPMorgan Chase & Co. Previously, he served as Chief Executive Officer of Retail Financial Services, one of JP Morgan Chase’s six lines of business, from 2004 to 2011, and as Chief Executive Officer of the retail division of Bank One Corp. from 2002 to 2004.
Charlie also served as CFO of Bank One Corp. from 2000 to 2002, CFO of the Global Corporate and Investment Bank division at Citigroup from 1999 to 2000, and CFO of Salomon Smith Barney and its predecessor company from 1995 to 1999.
Charlie is on the Board of Directors of Microsoft Corporation. He is also a member of the Business Council, on the Board of Trustees for Johns Hopkins University and is Chairman of the New York City Ballet. Charlie holds a Bachelor of Arts degree from Johns Hopkins University and an MBA degree from New York University.
Charlie was most recently Chief Executive Officer and a Director of Visa Inc. from October 2012 through December 2016, where he was recognized for transforming the firm into a technology-driven digital commerce company.
Before joining Visa, Charlie was a managing director of One Equity Partners, the private investment arm of JPMorgan Chase & Co. Previously, he served as Chief Executive Officer of Retail Financial Services, one of JP Morgan Chase’s six lines of business, from 2004 to 2011, and as Chief Executive Officer of the retail division of Bank One Corp. from 2002 to 2004.
Charlie also served as CFO of Bank One Corp. from 2000 to 2002, CFO of the Global Corporate and Investment Bank division at Citigroup from 1999 to 2000, and CFO of Salomon Smith Barney and its predecessor company from 1995 to 1999.
Charlie is on the Board of Directors of Microsoft Corporation. He is also a member of the Business Council, on the Board of Trustees for Johns Hopkins University and is Chairman of the New York City Ballet. Charlie holds a Bachelor of Arts degree from Johns Hopkins University and an MBA degree from New York University.
Shareable Insights
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From Podcast Action Journal
Being good at business is all about stepping back and looking at an issue from different vantage points.
One of the greatest skills you can have as a leader is being able to come into work and think differently about something than how you thought about it yesterday. This means rethinking why decisions were made and whether they are still valid today.
(9:41-12:23)
One of the greatest skills you can have as a leader is being able to come into work and think differently about something than how you thought about it yesterday. This means rethinking why decisions were made and whether they are still valid today.
(9:41-12:23)
In your opinion, what does it mean to look at issues from different vantage points?
Are there in current processes in your organization that might need to be thought about from a different vantage point?
Are there in current processes in your organization that might need to be thought about from a different vantage point?
When you become a leader, you have different responsibilities. Everyone is looking at you. They want to know how you feel about issues; they’re looking to see whether you’re in a good mood or a bad mood; whether you’re paying attention in the meeting; how you respond to certain questions.
That’s an enormous sense of responsibility that you carry. And it carries not just through the organization, but through the external community, including clients, shareholders, and potential employees. So, you always have to make sure that you’re sending the right message.
(29:41-33:10)
That’s an enormous sense of responsibility that you carry. And it carries not just through the organization, but through the external community, including clients, shareholders, and potential employees. So, you always have to make sure that you’re sending the right message.
(29:41-33:10)
In what other ways do leaders affect an organization?
As a leader, how much importance do you place on sending the right message?
As a leader, how much importance do you place on sending the right message?
