Lloyd Blankfein

And there's a certain kind of person.

By the way, there are people who do spectacular in the world, have great relationships with Goldman Sachs,

but we improved their lives and Goldman Sachs by them separating.

Because they just weren't going to be that kind of people.

They weren't going to be, you know, their platform was subordinate.

Again, we weren't asking people to subordinate their egos forever or not, you know, hide themselves or not be, you know, famous or wealthy.

We just said that if you subordinate it in the short term or during key times in favor of the platform, you can exploit that platform, again, professionally, because the firm would have much more heft and power and authority.

People take Goldman's calls, even for a most junior person.

And also, it's good for your personal life, too, because...

Away from Goldman, you know, saying, you know, saying that, you know, look, I was a partner at Goldman Sachs.

I'm not saying this is exclusive to Goldman.

Sure.

But saying your partner, at least people will, the presumption has shifted that you're not a dummy unless you prove you're a dummy.

As opposed to other people have the presumption you're a dummy unless you tell me why you're smart.

Totally.

And so we made that, you know, I tried, you know, that that's a positive, that's a positive thing.

I mean, you definitely inspired a lot of loyalty during your time, you know, as CEO, I'm sure, even before that.

I mean, back to the, one of the quotes that I heard from Ashok was that, you know, he said you often believed in him more than he believed in himself.

And that's been the main driver for why he stayed at the firm so long, despite other more lucrative opportunities along the way, was sort of instilling a confidence in your people.

I'm just curious how you thought about sort of inspiring.