“People need to see that you’re willing to make mistakes, that you’re willing to expose mistakes that you’ve made.” Click To Tweet
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!
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.
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.
Are there in current processes in your organization that might need to be thought about from a different vantage point?
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.
As a leader, how much importance do you place on sending the right message?