Panos Panay

You know, leaders, they do, they dive deep. Yeah, they do. They get into everything. And I, I think those are, Those are real, but in the spirit of when I started reading them and then the way I made decisions, Nilay, they were aligned. Yeah. I mean, I'm not, no BS. Like they were just, it was like, it felt like right. I had a culture box when I was running my team at Surface and Windows.

You know, leaders, they do, they dive deep. Yeah, they do. They get into everything. And I, I think those are, Those are real, but in the spirit of when I started reading them and then the way I made decisions, Nilay, they were aligned. Yeah. I mean, I'm not, no BS. Like they were just, it was like, it felt like right. I had a culture box when I was running my team at Surface and Windows.

And that culture box, you know, had five cultural principles. They were basically five of the LPs. But that's how I ran it. It was so connected. And when I got to Amazon, it was almost, what a team. I found this team that was not only hungry, but unbelievably talented, massive, and capable. Knows how to ship. knows how to invent, and it's just a little bit of direction.

And that culture box, you know, had five cultural principles. They were basically five of the LPs. But that's how I ran it. It was so connected. And when I got to Amazon, it was almost, what a team. I found this team that was not only hungry, but unbelievably talented, massive, and capable. Knows how to ship. knows how to invent, and it's just a little bit of direction.

And that culture box, you know, had five cultural principles. They were basically five of the LPs. But that's how I ran it. It was so connected. And when I got to Amazon, it was almost, what a team. I found this team that was not only hungry, but unbelievably talented, massive, and capable. Knows how to ship. knows how to invent, and it's just a little bit of direction.

It's all, I mean, I don't, my job's to give that direction. And so making sure I lay out the vision, making sure everyone knows where we're going, what are the highest priorities? But when it came to decision-making, to answer your question is, I fully operate in the values of, all right, let's make this call today, but no,

It's all, I mean, I don't, my job's to give that direction. And so making sure I lay out the vision, making sure everyone knows where we're going, what are the highest priorities? But when it came to decision-making, to answer your question is, I fully operate in the values of, all right, let's make this call today, but no,

It's all, I mean, I don't, my job's to give that direction. And so making sure I lay out the vision, making sure everyone knows where we're going, what are the highest priorities? But when it came to decision-making, to answer your question is, I fully operate in the values of, all right, let's make this call today, but no,

And I think one of the strongest points of a leader, without any doubt, and I learned this from one of my colleagues in the past, you know, who I worked for, he used to teach me. He'd go, hey, Pete, when you've made a decision, the best leaders in the world are willing to be wrong. Now, you got to be right a lot, but you're willing to be wrong.

And I think one of the strongest points of a leader, without any doubt, and I learned this from one of my colleagues in the past, you know, who I worked for, he used to teach me. He'd go, hey, Pete, when you've made a decision, the best leaders in the world are willing to be wrong. Now, you got to be right a lot, but you're willing to be wrong.

And I think one of the strongest points of a leader, without any doubt, and I learned this from one of my colleagues in the past, you know, who I worked for, he used to teach me. He'd go, hey, Pete, when you've made a decision, the best leaders in the world are willing to be wrong. Now, you got to be right a lot, but you're willing to be wrong.

Like, this is very, very, it's like simple to say, but it's a powerful concept. What does willing to be wrong mean? It means you got to put your ego aside. You got to be vulnerable. Like, do you know how hard that is? Like in front of a team of thousands of people, like just, yep, I was wrong. And what does being wrong mean? It's not like this dramatic, I'm wrong, I'm sorry. That's not it.

Like, this is very, very, it's like simple to say, but it's a powerful concept. What does willing to be wrong mean? It means you got to put your ego aside. You got to be vulnerable. Like, do you know how hard that is? Like in front of a team of thousands of people, like just, yep, I was wrong. And what does being wrong mean? It's not like this dramatic, I'm wrong, I'm sorry. That's not it.

Like, this is very, very, it's like simple to say, but it's a powerful concept. What does willing to be wrong mean? It means you got to put your ego aside. You got to be vulnerable. Like, do you know how hard that is? Like in front of a team of thousands of people, like just, yep, I was wrong. And what does being wrong mean? It's not like this dramatic, I'm wrong, I'm sorry. That's not it.

What being wrong, it's not necessarily the wrong statement. It is the, you got new information a week later, then use the information. And if it was a two-way door decision, guess what? Make the right decision.

What being wrong, it's not necessarily the wrong statement. It is the, you got new information a week later, then use the information. And if it was a two-way door decision, guess what? Make the right decision.

What being wrong, it's not necessarily the wrong statement. It is the, you got new information a week later, then use the information. And if it was a two-way door decision, guess what? Make the right decision.

But if you're not a great leader, you don't change that decision because you're like, I already made the call, sorry, but you knew it wasn't right for the customer or for the business or whatever the reason. It's just a fail. And this was very early in my career. It's very similar to the two-way door, one-way door. Once you've made the hard call and you're past the point of return, that's it.

But if you're not a great leader, you don't change that decision because you're like, I already made the call, sorry, but you knew it wasn't right for the customer or for the business or whatever the reason. It's just a fail. And this was very early in my career. It's very similar to the two-way door, one-way door. Once you've made the hard call and you're past the point of return, that's it.

But if you're not a great leader, you don't change that decision because you're like, I already made the call, sorry, but you knew it wasn't right for the customer or for the business or whatever the reason. It's just a fail. And this was very early in my career. It's very similar to the two-way door, one-way door. Once you've made the hard call and you're past the point of return, that's it.