YouSaid · the spoken record

David M. Solomon

lines on the record: 43
first: 2022-03-29
most recent: 2022-03-29
sittings or episodes: 1
sources: podcast

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“From that dynamic. And so I think if you've got it kind of working, if you feel good about it, most of the time, two-thirds of the time, as you say, 75% of the time, you're probably in a pretty good place.”
2022-03-29 · In Good Company with Nicolai Tangen · David M. Solomon CEO of Goldman Sachs · IDENTIFIED FROM THE TRANSCRIPT · source
“Oh my goodness, I've made so many new friends. You know, we go out at night on the weekends and we work really hard together and we go have fun. I mean, I really feel so lucky. It's such an amazing group of people. My advice was go back to work. If all those things are working, you know, keep going and see what comes. Why would you take yourself off a track where you're enjoying it, you're learning. You like who you work for, you like who you're working with, you know, let it play out a little bit. Be a little bit more patient and stay with it because generally speaking in a career, there are lots of times when you don't have those things. You don't like some of the people you're working with. You don't like your boss. I think one of the great lessons that everyone has to work through in a career is when you're working for someone and you don't like working for them. And the easy thing to do is to just quit or walk away from it. The better thing to do is to figure out how to make it work and to try to see what you can learn from.”
2022-03-29 · In Good Company with Nicolai Tangen · David M. Solomon CEO of Goldman Sachs · IDENTIFIED FROM THE TRANSCRIPT · source
“I really believe this, you know, professionally. I tell a story. It's an anecdotal story about a woman who I knew who came into my office who had been at the firm for a couple years. And she came into my office. I happen to know her. I knew her growing up as a child. So she came to see me. And she said to me, I want to talk about what I'm going to do next. And I said to her, okay, that's great. But let me ask you a little bit about what you're doing.”
2022-03-29 · In Good Company with Nicolai Tangen · David M. Solomon CEO of Goldman Sachs · IDENTIFIED FROM THE TRANSCRIPT · source
“I mean, I found a path into the business. I found that I really enjoyed the business. I enjoyed the people interaction. I enjoyed the intellectual stimulation. I enjoyed the fact that every day was different. I enjoyed the fact that I was learning and growing and meeting people. And so whatever you choose to pursue, find something that interests you, take a long-term view. Don't be in a hurry and just remember that it's not a straight line. It's a journey with its ups and downs. And you never know what's going to come your way. But there'll be lots of interesting choices along the road. Be patient, work hard, be persistent, have grit.”
2022-03-29 · In Good Company with Nicolai Tangen · David M. Solomon CEO of Goldman Sachs · IDENTIFIED FROM THE TRANSCRIPT · source
“Where you can go work with great people, where you can learn, where you can grow, where you can build a personal and professional network and kind of put your head down and don't be in a hurry. It's a long journey and you don't know where it's going to take you. And, you know, certainly I never aspired to be the CEO of Goldman Sachs. In fact, when I was coming out of school, I interviewed for Goldman Sachs and I didn't get a job when I was out of school for a year and a half. I interviewed at Goldman Sachs to get a job laterally and I didn't get a job. So, you know, I wasn't offered a job at Goldman Sachs until I was in my late 30s.”
2022-03-29 · In Good Company with Nicolai Tangen · David M. Solomon CEO of Goldman Sachs · IDENTIFIED FROM THE TRANSCRIPT · source
“Well, I think, first of all, as a young person, it's important to do a couple of really, really base things. Find a place.”
2022-03-29 · In Good Company with Nicolai Tangen · David M. Solomon CEO of Goldman Sachs · IDENTIFIED FROM THE TRANSCRIPT · source
“You know, we're not going to shy away from the fact that this is a place where people work very hard and there's obviously a lot of opportunity that comes out of that, but also there have to be boundaries and it has to be done in a sustainable way.”
2022-03-29 · In Good Company with Nicolai Tangen · David M. Solomon CEO of Goldman Sachs · IDENTIFIED FROM THE TRANSCRIPT · source
“Were the days, there were boundaries that were created, and the world moved at a different pace. But the technology, which obviously advances, and you can't go backward, leaves us all completely connected 24-7. And that's a hard thing for people to manage. And I think particularly as people come out of school and they go out of university and they go into the professional workforce, it's a skill to learn to manage that connectivity responsibly. It's a skill to learn how to strike the balance and create boundaries. We talked about speed and responsiveness. I think that matters, but setting boundaries and giving yourself a healthy balance so that you can have one continue to do this for a long time. You can be healthy. You can do it in a sustainable way. That's something you have to work at. And so we've tried over time to create boundaries, give people guidelines and try to help people get their life set up in a way where you can work very, very hard.”
2022-03-29 · In Good Company with Nicolai Tangen · David M. Solomon CEO of Goldman Sachs · IDENTIFIED FROM THE TRANSCRIPT · source
“Were no cell phones, there were no pagers. There was no BlackBerry. There was no iPhone. You were done. The only way somebody could get a hold of you was to call you at your home phone. And by the way, then you had to pick up the phone because we all had answering machines. And so you can screen your calls and you could very well not be home, even if you were home.”
2022-03-29 · In Good Company with Nicolai Tangen · David M. Solomon CEO of Goldman Sachs · IDENTIFIED FROM THE TRANSCRIPT · source
“Well, it's, you know, one of the things that's changed, and I've observed this, I've talked a lot about it over the course of the last 10 plus years because this started in my mind, I started thinking about this differently when I became the head of investment banking back in 2006. So we're talking about 15 years ago at this point. But when I started in the business, I got out of school in 1984. And when I started in the business in 1984, it was a very different thing. you worked very hard, but the moment you walked out of the office, you were done.”
2022-03-29 · In Good Company with Nicolai Tangen · David M. Solomon CEO of Goldman Sachs · IDENTIFIED FROM THE TRANSCRIPT · source
“Well, there are a variety of things that happen naturally in an organizational process. And so there are people that don't keep pace or they don't find that this environment, the intensity of the environment, the culture of the environment, it doesn't fit them and they opt out. And often it can be those that don't fit that or don't want to operate in that kind of collaborative high performance culture. And it's not for everybody for sure. We go through a process every year where people are reviewed and they're evaluated by their peers, by their superiors, et cetera. We give people developmental feedback in a very active way and three conversations over the course of a year. We're constantly trying to help people grow and improve. But every year we also look and we see where there are people that we don't think are performing at the level that we want. And we, you know, we have a process of, you know, going through and always trying to strengthen and upgrade.”
2022-03-29 · In Good Company with Nicolai Tangen · David M. Solomon CEO of Goldman Sachs · IDENTIFIED FROM THE TRANSCRIPT · source
“Well, it's part of the ethos of the culture and it starts. It's one of the reasons why I've been so forward on wanting to bring people back together and bring people back in the office. We have a very young workforce and the apprenticeship and the collaboration differentiate us. And that's much harder to do on a remote basis. And so despite the way sometimes portrayed, I'm not zealous about the fact that everybody's got to be in the office all the time. But fundamentally where collaborative come together culture and that differentiates us all the things we've been talking about. And so we are focused on making Goldman Sachs as good as it can be and our goal of serving our clients at the highest level possible. And that requires us to bring people together and have them more collaboratively. And so it's something that's just core to how we operate and how we work and how we communicate as an organization.”
2022-03-29 · In Good Company with Nicolai Tangen · David M. Solomon CEO of Goldman Sachs · IDENTIFIED FROM THE TRANSCRIPT · source
“Certainly you want people that are smart and that are motivated and that are actually passionate about the work. But those are broad things. I think that if I could boil it down to something that I've seen over and over and over again in my career, it makes a difference. It's grit. There's a characteristic of grit and perseverance. And you see it when you look at people's life experiences. Sometimes you see it in people that have achieved an enormous amount in sport in some way, shape, or form because of the amount of work and perseverance and discipline.”
2022-03-29 · In Good Company with Nicolai Tangen · David M. Solomon CEO of Goldman Sachs · IDENTIFIED FROM THE TRANSCRIPT · source
“I actually wouldn't argue that all banks try to do that. I think that some institutions Not being specific to any, but some institutions actually think that the capital and the institution is more valuable than the people. And if this organization, our culture, our ethos, the way we run the organization, the way we think about it, of course, we need capital. Of course, we need technology. But if you have those things and you have really great differentiated people and you marry them together, you're able to deliver a better outcome for clients.”
2022-03-29 · In Good Company with Nicolai Tangen · David M. Solomon CEO of Goldman Sachs · IDENTIFIED FROM THE TRANSCRIPT · source
“That really helps us thrive. And we've found a model that's worked for us over a very long period of time and we invest heavily in trying to support it. We don't always get it perfectly right, but I wake up every day feeling incredibly proud of the people of this organization, how hard they work, how committed they are to excellence, how committed they are to client service. And if we can keep that differentiation, if clients continue to tell me that they really see a difference and the quality of our people, the quality of the work that they do will win more than our fair share.”
2022-03-29 · In Good Company with Nicolai Tangen · David M. Solomon CEO of Goldman Sachs · IDENTIFIED FROM THE TRANSCRIPT · source
“Well, we work very, very hard at it. And I think we're extremely lucky that we've got an incredible ecosystem where we're able to attract super talented people who are young and are coming out of school. I think we have one of the great platforms for young people to come, to learn, to grow, to meet other people, to gain experience. Many of them do that for a few years, for five years, for 10 years. They go off and do something else. A small slice of them stay here and build careers. It's that ecosystem of super talented people. It's a collaborative culture. It's a culture of excellence.”
2022-03-29 · In Good Company with Nicolai Tangen · David M. Solomon CEO of Goldman Sachs · IDENTIFIED FROM THE TRANSCRIPT · source
“I wouldn't say I'm negative on the market. I mean, if you ask me broadly to think about the next decade, I'd still be long equities. I'd belong U.S. equities for sure with a decade view. But you're asking me more on the context of the current environment, thinking the next 12, 24, 36 months. You and I would agree it's been very, very easy over the last five years to be long almost any asset and generally find yourself in a better position in a relatively short period of time. I think there's going to be headwinds for that. But generally speaking, I'm a glass half full guy. I think we find ways to grind through this stuff. And I think we'll find a way to grind through it here. I'm just not, I don't have a crystal ball to predict whether we can do that, you know, in the short term or it's going to take longer. We'll make some policy errors that create more friction. We'll have to see.”
2022-03-29 · In Good Company with Nicolai Tangen · David M. Solomon CEO of Goldman Sachs · IDENTIFIED FROM THE TRANSCRIPT · source
“And we're starting to unwind some of that. And, you know, I think there's a scenario where we can work through it in the next couple of years. I think there's a scenario where it's harder. And we have a longer-term period where growth's a little bit below trend and it's harder to make money in a variety of asset classes as an investor in the shorter medium term.”
2022-03-29 · In Good Company with Nicolai Tangen · David M. Solomon CEO of Goldman Sachs · IDENTIFIED FROM THE TRANSCRIPT · source
“Well, part of it, I think on the policy actions that central banks and governments take from here. And this could be something that we can work our way through over the next 12 to 24 months. It could be something that sustains longer. But the policy decisions and the actions we take will have an impact on that journey. And it's very, very hard to predict. But if you look at our economic forecasts, we're a little bit more conservative on growth as you look forward into 2023. Even the second half of 2022, as we come out of the pandemic, I think there's all sorts of friction. There's no demand issue at the moment, but lots of supply friction. It's going to take a while as I talk to CEOs. It feels like it's going to take a while to work through some of that. And we'll see money has been very, very, very, very available, very, very inexpensive. It's created a lot of asset inflation.”
2022-03-29 · In Good Company with Nicolai Tangen · David M. Solomon CEO of Goldman Sachs · IDENTIFIED FROM THE TRANSCRIPT · source
“Will have an impact on how we kind of sort out this next period. But I think that we have, from a combination of monetary and fiscal policy and also the geopolitical environment, I think we've got headwinds to growth broadly as we kind of sort through the actions that we've taken over the last 10 to 15 years. And we've set the table for, I think, a different operating environment. And I think it's going to be harder. It's been easy to earn above trend returns. In markets, and I think we're going to go through a period where it might be harder to earn those above trend returns. But in the distribution, I think there's a greater chance that it's going to be, you know, there's going to be headwinds there.”
2022-03-29 · In Good Company with Nicolai Tangen · David M. Solomon CEO of Goldman Sachs · IDENTIFIED FROM THE TRANSCRIPT · source
“Right around when I started getting out of school, 1982, 1984, we entered this environment where really, for the last 35 years, interest rates have generally come down, going to make generalization, generally come down, and inflation has generally been below trend or below target. There are obviously exceptions, little windows, but we've generally operated in an environment like that. And I think for a variety of reasons, coming out of the financial crisis and the policy action that was taken and was sustained over the last decade. And we were just starting to work our way through that. And then we obviously had to deal with the pandemic and with COVID broadly there was a bunch of central bank policy action, fiscal policy action around the world. We've put real inflation back into the economy. I don't think it's transitory. I don't think it has to be as punitive as it was in the 1970s. But the policy decisions we take from here.”
2022-03-29 · In Good Company with Nicolai Tangen · David M. Solomon CEO of Goldman Sachs · IDENTIFIED FROM THE TRANSCRIPT · source
“We're in a little bit of a transition, obviously, because we've gone from a period, you know, if you really want to step up at a very high level, and I know you guys think about things over 30-year trend periods, I think we've set the table for a broadly different environment for meaningful period of time. And just at a very high level, thinking about markets here in the US, I think about or even global markets, I think about the period after World War II and the environment that ran after World War II up to the mid-60s where we really were rebuilding the world and you had a growth dynamic based on that kind of reconstruction of the order coming out of World War II, it shifted in the late 60s for a variety of reasons. And we really ran from the late 60s to the early 80s.”
2022-03-29 · In Good Company with Nicolai Tangen · David M. Solomon CEO of Goldman Sachs · IDENTIFIED FROM THE TRANSCRIPT · source
“You absolutely mean we're right or you're right. It just means we have a different view and both views are views that are worthy of attention and thought.”
2022-03-29 · In Good Company with Nicolai Tangen · David M. Solomon CEO of Goldman Sachs · IDENTIFIED FROM THE TRANSCRIPT · source
“Well, they're different models and different places and different structures. We have a lead director who exerts an enormous amount of influence over the board and our processes. But in the context of our business and the way we run our business, we've run it very effectively through three leaders as a public company now where the chairman and the CEO roles were not split and we operated with a lead director. And so we think we do it very effectively. We think it works for us. We think it works in the context of the way we run our governance process. There are others that would choose a different process. But I think if you look at our book value growth over three years, five years, 10 years, 20 years, our book value growth has delivered very well. And we think the governance structure that we have in place has worked in has protected that. And so we obviously listen to inputs like those, but it would be a place where we have a slightly different view than.”
2022-03-29 · In Good Company with Nicolai Tangen · David M. Solomon CEO of Goldman Sachs · IDENTIFIED FROM THE TRANSCRIPT · source
“2028 to really grow the firm and the franchise there's always going to be pressure from institutions as to how is that affecting returns in the short run and you've got to strike the right balance you have to listen but you have to do what you think is right for the organization in the medium and the long term you have to take a long-term view”
2022-03-29 · In Good Company with Nicolai Tangen · David M. Solomon CEO of Goldman Sachs · IDENTIFIED FROM THE TRANSCRIPT · source
“Well, I think you've always got to be listening to your stakeholders, and you certainly have to be listening to your shareholders, and you certainly have to be listening to institutional investors broadly. And it's a data input. But I think you have to do the right things for the organization and the medium and the long term. And you have to listen to what's on everybody's mind in the short term. But generally speaking, Generally speaking, you guys obviously wouldn't be in this category because you steward, you know, you have a steward responsibility in a different set. But generally speaking, institutional investors are very focused on this year and next. And so putting an organization like yours as a side, many, many investors really want to know they want to know what our returns are going to be in 2022 and maybe 2023. And so if I'm making investments for 2025, 2026, 25.”
2022-03-29 · In Good Company with Nicolai Tangen · David M. Solomon CEO of Goldman Sachs · IDENTIFIED FROM THE TRANSCRIPT · source
“The point is, it's got to be a pay for performance culture, and our culture is deeply rooted in pay-for-performance. When we deliver for our stakeholders, for our shareholders, our people are very well rewarded. And when it doesn't, when it doesn't work, we've got a lot of variable comp in our system. And so I think we generally get it more right than wrong, but it's a very, very competitive world, competitive marketplace, and we try to strike the right balance. And we do a lot of benchmarking and a lot of very thoughtful process around thinking about that. And when we outperform, we think our people deserve to be paid better on a relative basis. And when we underperform, we believe they don't.”
2022-03-29 · In Good Company with Nicolai Tangen · David M. Solomon CEO of Goldman Sachs · IDENTIFIED FROM THE TRANSCRIPT · source
“I think there absolutely can be too high pay. I think we start with a couple of base principles. First of all, we operate in a market system and we're evaluated on the competitiveness of the overall package we offer employees. And by the way, it's pay, it's compensation, it's experience, it's long-term wealth creation, it's benefits. There's a whole package of things that you're judged on every year because you can look at your attrition and you can look at how your attrition moves up and down. And I assure you when your compensation is not competitive, your attrition moves up. And when your compensation is overly generous, your attrition moves down.”
2022-03-29 · In Good Company with Nicolai Tangen · David M. Solomon CEO of Goldman Sachs · IDENTIFIED FROM THE TRANSCRIPT · source
“But I do think it's hugely important that everyone is passionate about things, that they really enjoy and that they find time to pursue their passion. I wouldn't exclude any activity or separate any activity as pursuing passions helps you, I think, be more successful, more motivated, more able to really lean from a business perspective.”
2022-03-29 · In Good Company with Nicolai Tangen · David M. Solomon CEO of Goldman Sachs · IDENTIFIED FROM THE TRANSCRIPT · source
“And having a very, very serious business career and pursuing personal passions, you know, one has nothing to do with the other and you absolutely in your life should be able to pursue both. And look, in the journey of a life, there are going to be different times and different places. My kids are grown now. And I have different flexibility than I had when I was 40 years old, had young kids, was working very hard, balancing all that. No, there wouldn't have been a lot of time for some of the things that I do now.”
2022-03-29 · In Good Company with Nicolai Tangen · David M. Solomon CEO of Goldman Sachs · IDENTIFIED FROM THE TRANSCRIPT · source
“Well, I wouldn't say that if they're a DJ, they should keep on DJing, but what I would say, and I think it's absolutely true, is there's no reason why you shouldn't pursue things in your life that you're passionate about.”
2022-03-29 · In Good Company with Nicolai Tangen · David M. Solomon CEO of Goldman Sachs · IDENTIFIED FROM THE TRANSCRIPT · source
“I think having senior leadership at the firm that's more human, more authentic, more approachable, I think it helps our organization. And I think others and other organizations, as I talk to others that are my peers, I think people are agreeing that just being yourself, being a human being helps you lead an organization.”
2022-03-29 · In Good Company with Nicolai Tangen · David M. Solomon CEO of Goldman Sachs · IDENTIFIED FROM THE TRANSCRIPT · source
“And that to me, I just, it's just easier to connect. And so I'm sure as a 60 year old guy who's the CEO of a big company, you know, if you're a 24-year-old employee, and by the way, 50% of our employees are in their 20s when you look around the world on our 45,000 employees.”
2022-03-29 · In Good Company with Nicolai Tangen · David M. Solomon CEO of Goldman Sachs · IDENTIFIED FROM THE TRANSCRIPT · source
“It only got exposed because I became more visible as a professional. I mean, my friends knew, but it wasn't something that was really visible broadly because I wasn't a visible guy until I had a job that made me more visible in the business communities a public figure. But I noticed that people's behavior in the organization shifted as they knew a little bit about me as a real person And I find now that young people are just much more comfortable coming up and talking to me. And it usually starts with, you know, hey, I like your music or, hey, I want to talk about music. It doesn't start with, hey, I want to talk about”
2022-03-29 · In Good Company with Nicolai Tangen · David M. Solomon CEO of Goldman Sachs · IDENTIFIED FROM THE TRANSCRIPT · source
“I think, and this goes to what I was talking about before when you were asking about leadership broadly, you're trying to take people to a place where they don't want to go. One of the ways to help people think about differently things differently is for people to be able to relate to you, for you to be relatable to them directly. One of the things I just observed, and this is certainly evolved a lot as I talk to and interact with a lot of my peers, if you go back 25 years ago, the CEO of a big public company was almost up in an ivory tower, kind of isolated and removed and almost untouchable. And we live in a much more transparent world. And people want to be able to relate to the people that are leading them. And I think one of the things, and this was not planned because my DJing and music was a hobby.”
2022-03-29 · In Good Company with Nicolai Tangen · David M. Solomon CEO of Goldman Sachs · IDENTIFIED FROM THE TRANSCRIPT · source
“A public company exactly the way it did as a private partnership because everything was working. When you're growing that fast on the top line, everything works. You think you're brilliant because everything's all working when you have that kind of growth.”
2022-03-29 · In Good Company with Nicolai Tangen · David M. Solomon CEO of Goldman Sachs · IDENTIFIED FROM THE TRANSCRIPT · source
“And you don't know two years later whether you're going to be a partner. So you're really focused on what's happening that year or the next year as a partner because you did what you did at the end of the year. The organization paid all the people. And then what was left went to the partners as equity in the business. And so a partnership has a tendency to breed a shorter term mindset. And Goldman Sachs made a transition from being a partnership to a public company in 1999 when it went public. But from 1999 to 2008, the firm grew 17% compounded on the top line. And that allowed the firm to operate”
2022-03-29 · In Good Company with Nicolai Tangen · David M. Solomon CEO of Goldman Sachs · IDENTIFIED FROM THE TRANSCRIPT · source
“Well, first of all, just looking at our organization broadly, organization is 150-year-old organization, and I'm a steward of that organization, but part of my job is to lead it in a direction that I think strengthens it and leaves it stronger and better than it was when my stewardship started. And so for me, that required a mindset that was a little longer term in nature, a little more investing in the future of the organization broadly. And so if you think about this organization, historically, this organization was a private partnership for 130 years. And the way private partnerships work is they really work on a year-to-year basis because the whole incentive arrangement is for the benefit of the partners each year.”
2022-03-29 · In Good Company with Nicolai Tangen · David M. Solomon CEO of Goldman Sachs · IDENTIFIED FROM THE TRANSCRIPT · source
“Well, I think being an effective leader is less about what you do in the day and more about what you do over time and who you are as a person, as a business person, and how you interact broadly. I've thought about this a lot during the pandemic. Leadership, one of the important tenets of leadership is generally when you're exerting leadership on an organization or on people broadly. You're taking them where they don't want to go If you're taking them to a place that they want to go on their own anyway, they don't really need your leadership. So give”
2022-03-29 · In Good Company with Nicolai Tangen · David M. Solomon CEO of Goldman Sachs · IDENTIFIED FROM THE TRANSCRIPT · source
“And I live downtown in New York close to the office. And then the day is off and running. The day is generally pretty full and back to back with a variety of different things. It can be strategic and focused on the business broadly. It can be focused on our people. It can be focused on clients. But the day is generally pretty full. Most days during the week, I have a call, usually that's a 5.30 or 6 o'clock. It can be a call or a meeting with John Waldron, my chief operating officer and Dennis Coldman, my CFO, and John Rogers, my chief of staff, where we go over and agenda things we're all trying to drive, make sure we stay connected each day. And then that usually followed with a dinner, either with people internally at the firm or with clients. And back home in bed, rinse wash and repeat.”
2022-03-29 · In Good Company with Nicolai Tangen · David M. Solomon CEO of Goldman Sachs · IDENTIFIED FROM THE TRANSCRIPT · source
“I do. I mean, I'm not a guy that sits still very often. And so, you know, exercise and movement and activity is a big part of my life. And so, you know, a typical morning if I was in New York and this morning would be one is up 545 or 6 o'clock in the morning and I'm in the gym. I happen to have a gym at my apartment. So I'm, you know, I'm at the gym in my apartment. Or if the weather's nice, I'm outside doing something. But just 45 minutes or an hour to be moving, get a sweat up and, you know, get something going. And I just find it clears my mind. It gives me a chance to get going in the day. And then generally a quick shower, it doesn't take me very long to do my hair. So, you know, I can get dressed and get out of that, get out of the house in about 15 minutes. And I usually show up in the office around 7.45 in the morning.”
2022-03-29 · In Good Company with Nicolai Tangen · David M. Solomon CEO of Goldman Sachs · IDENTIFIED FROM THE TRANSCRIPT · source
“Starts with a client service mindset. And I think that's really culturally core here at the firm. And I think that's the way I've been trained. I think that's the way I've grown up and it continues today.”
2022-03-29 · In Good Company with Nicolai Tangen · David M. Solomon CEO of Goldman Sachs · IDENTIFIED FROM THE TRANSCRIPT · source
“First, with respect to your email, the reason it came back in five minutes is I was probably sitting at my desk doing emails at the moment that you emailed. I don't know that I can live up to that standard as people hearing this email me. But I do believe that there's an underlying point there. And I operate with this. I respond to all my emails personally and I try to do it real time or same day. And, you know, I think this comes from a client orientation that, you know, I've grown up serving clients in a client business. Goldman Sachs is focused on serving our clients and speed, intensity, commitment, being available, showing up. These things matter. And one of the ways you show up is you're responsive and you treat everybody exactly the way you want to be treated yourself. And so I think being responsive in the context of phone calls and emails and all of that communication, I think it matters. And I think it's a mindset that's...”
2022-03-29 · In Good Company with Nicolai Tangen · David M. Solomon CEO of Goldman Sachs · IDENTIFIED FROM THE TRANSCRIPT · source