Lloyd Blankfein

But, you know, he said one of the maybe cultural thumbprints from his perspective that maybe Jaron left on the firm was a culture mark to market.

Yeah.

One of the other things he said was you were a manager that understood losses, so you weren't afraid of them.

You would often, to your point, kind of encourage people to lean in.

The other thing was he said you were incredibly good at gathering information from the organization.

You were both very approachable, so people wanted to come to you.

And then often when you were doing maybe an audit of a division, you wouldn't just speak to the head of the division, you'd speak to like the number two.

I did, but I don't want to undermine, but I always did.

On that score...

I tried to make it so that everybody felt comfortable talking to me.

One thing I never did, if somebody was calling to tell me something that was bothering them or that they saw an opportunity or a challenge, I never said I already know about it.

Because I never wanted anybody to self-censor later and say, oh, he must have heard about it from someone else.

If a junior guy was telling me something and three people up the letterhead told me the same thing, I would sit and listen.

First of all, you find out a lot about the person who's telling it to you.

Also, so you're not just learning the content of what he's saying, you're learning a lot about the messenger.

But secondly, I didn't want anybody to have an excuse to not tell me stuff.

So I listened to a lot of redundant facts and circumstances.

So I thought about that a lot.

And about taking losses, you learn that the first day.

Sure.