"Are Right, A Lot" Leadership Principle Explained by Amazon CEO Andy Jassy
Short Summary:
Amazon CEO Andy Jassy explains the "Are Right, A Lot" leadership principle. This principle emphasizes strong judgment and instincts, but importantly, it's not about always having the final say. Leaders should actively seek diverse perspectives and challenge their own beliefs to arrive at the best solution for customers. The process involves assembling the right team, listening to diverse viewpoints, and prioritizing the best outcome regardless of the origin of the idea. The principle is crucial in navigating the ambiguity inherent in Amazon's innovative and rapidly evolving business environment.
Detailed Summary:
The transcript details Amazon's leadership principle, "Are Right, A Lot." It can be broken down into the following sections:
Section 1: Defining "Are Right, A Lot"
Jassy clarifies that this principle is fundamentally about strong judgment and good instincts. Leaders must actively seek diverse viewpoints and actively try to disprove their own assumptions. He emphasizes that being "right a lot" isn't about ego; it's about making correct decisions on crucial issues impacting customer experience and the business. He highlights the high degree of ambiguity Amazon operates within, particularly in pioneering new markets and constantly improving existing ones. This necessitates excellent judgment in discerning crucial information amidst noise.
Section 2: Misinterpretations and the True Meaning
Jassy addresses common misinterpretations of the principle. He explains that it's not about a leader's idea always winning; rather, it's about achieving the best outcome for customers, irrespective of the source of the idea. He directly counters the misconception that "being right a lot" means one's opinion should always prevail.
Section 3: The Process of Reaching the Best Solution
This section outlines the process leaders should follow. It involves gathering the right people, fostering open discussion, and actively listening to diverse perspectives. Jassy emphasizes the importance of leaders often speaking last in meetings, allowing team members to fully contribute their ideas before the leader weighs in. He describes his own practice of questioning his deeply held beliefs to ensure the best possible outcome. He notes that in many successful meetings, the team reaches the optimal solution without him needing to express his opinion.
Section 4: The Ultimate Goal
The ultimate goal, Jassy reiterates, is to arrive at the best possible answer for customers and the business. The origin of the idea is irrelevant; the focus is solely on the outcome. This underscores the customer-centric nature of Amazon's leadership philosophy. A notable quote summarizing this section is: "All we care about as Leaders is getting to the best possible answer for customers; that's our job."