Young was surprised by how much the CEO knew about someone both relatively new and relatively low-level. He mentioned this to his manager, who replied: “That’s normal. He’s like this with everybody.” Young found it inspiring that the CEO of the company with thousands of employees cared enough to put that much time and effort into connecting with each employee.10 But it was also a signal that Jensen had his eye on everyone at the company, knew their potential, and expected them to perform accordingly. He expects them to continuously expand the company’s—and Jensen’s own—knowledge base, as well.
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