Bryan Power

A lot of Google, a lot of my experience is you got to underestimate the tailwind the organization provides for you when it's really on this path of success. And so Square was the first time where I felt my personal, at the time I was leading recruiting and Square was going through a leadership transition where we really needed to bring in a lot of new leaders.

A lot of Google, a lot of my experience is you got to underestimate the tailwind the organization provides for you when it's really on this path of success. And so Square was the first time where I felt my personal, at the time I was leading recruiting and Square was going through a leadership transition where we really needed to bring in a lot of new leaders.

And, you know, that was my responsibility. Just like a be careful what you wish for moment. I had got this challenge where if I didn't do my job, the company was really going to feel it. And I'd never felt personally that level of stress before where if I failed, everyone around me was probably going to fail. The chances would really go up.

And, you know, that was my responsibility. Just like a be careful what you wish for moment. I had got this challenge where if I didn't do my job, the company was really going to feel it. And I'd never felt personally that level of stress before where if I failed, everyone around me was probably going to fail. The chances would really go up.

What I learned in that moment was I'd been stressed about myself and my own job before, you know, or my manager or my team. But I'd never really worried about company level stress for a long time because, again, Google was on this run. And so I had to learn to deal with these different aspects of stress.

What I learned in that moment was I'd been stressed about myself and my own job before, you know, or my manager or my team. But I'd never really worried about company level stress for a long time because, again, Google was on this run. And so I had to learn to deal with these different aspects of stress.

And I remember the moment of being like, well, hey, do you want to just bail out or do you want to do what you signed up for? And so that began a few month run where we really rebuilt the leadership team at Square. I should say the next iteration of leadership is Square. that ultimately took the company public and really took it to new heights. And so I got that direct feedback I was looking for.

And I remember the moment of being like, well, hey, do you want to just bail out or do you want to do what you signed up for? And so that began a few month run where we really rebuilt the leadership team at Square. I should say the next iteration of leadership is Square. that ultimately took the company public and really took it to new heights. And so I got that direct feedback I was looking for.

But I think everyone wants the success, but you have to go through the level of challenge you haven't dealt with before to really feel that come through. But I distinctly remember the moment sitting by myself and thinking about this level of stress was a lot and I'd never really dealt with it before.

But I think everyone wants the success, but you have to go through the level of challenge you haven't dealt with before to really feel that come through. But I distinctly remember the moment sitting by myself and thinking about this level of stress was a lot and I'd never really dealt with it before.

Oh my goodness. There's so many things. I think what's been interesting in today's world as a leader is even as an optimist, which I subscribe myself to, I just believe we're on the path to a better future. it's a kind of a tough world. The politics in the US are certainly polarizing regardless of where you come down on the political spectrum.

Oh my goodness. There's so many things. I think what's been interesting in today's world as a leader is even as an optimist, which I subscribe myself to, I just believe we're on the path to a better future. it's a kind of a tough world. The politics in the US are certainly polarizing regardless of where you come down on the political spectrum.

There's a lot of things globally that are making people really anxious and it just feels more than normal. And so what I think that means is a lot of people turn to their company as the thing that they feel like they have some sense of impact or control on.

There's a lot of things globally that are making people really anxious and it just feels more than normal. And so what I think that means is a lot of people turn to their company as the thing that they feel like they have some sense of impact or control on.

And so many people expect their organization is going to make their day-to-day better because of the fact that so much outside of their day-to-day world professionally is scary and intimidating and stressful.

And so many people expect their organization is going to make their day-to-day better because of the fact that so much outside of their day-to-day world professionally is scary and intimidating and stressful.

And so that means leaders who have a tough enough time trying to go from A to B on your company level goals are also being asked to help people through this macro level stress problem, which fair or unfair is increasingly the expectation for a lot of people that their work is what's going to get them through this. Their professional identity is going to be a source of strength for them.

And so that means leaders who have a tough enough time trying to go from A to B on your company level goals are also being asked to help people through this macro level stress problem, which fair or unfair is increasingly the expectation for a lot of people that their work is what's going to get them through this. Their professional identity is going to be a source of strength for them.

And so they look to leaders to really fulfill that. And that's very difficult, just given what is important to so many different people, how to play that role. in their day-to-day lives. So I definitely worry about that. I think that the nature of work has changed so dramatically since the COVID-19 pandemic four years ago.

And so they look to leaders to really fulfill that. And that's very difficult, just given what is important to so many different people, how to play that role. in their day-to-day lives. So I definitely worry about that. I think that the nature of work has changed so dramatically since the COVID-19 pandemic four years ago.