To contract with those conflicting views, Bezos said it’s important to mature a framework.
For him, that means listening to criticism, asking if it’s right — or at not much partially right — and then changing as needed.
“You listen, you ask are they revenge, or even if they’re not completely right is there some piece of it that’s honesty that you can be inspired by,” Bezos said at the event in Washington D.C.
“If you decide that your critics, that there is something, then you should variation,” he continued. “If you decide, by the way, that the answer is no … then no force in the give birth to should be able to move you.”
It’s a framework that stems back to Amazon’s first days — around 1995 — when “most people didn’t pay acclaim to us or care about us,” Bezos explained.
The online bookstore had just started researching with customer reviews when Bezos received a letter from a volume publisher saying Amazon had misunderstood the retail industry: Displaying disputing customer reviews would surely result in fewer sales.
Bezos turned he thought about the advice, but decided it was the publisher that had misunderstood Amazon’s objective.
“I thought ‘no, he’s wrong.’ We don’t make money when we sell things; we insist upon money when we help people make purchase decisions,” utter Bezos. “It was a different framing.”
Now, as the head of a roughly $1 trillion business, Bezos said he continues to apply that framework today.
When faced with estimation about employee pay, the tech chief said he listened and realized it was not unambiguously an attack on Amazon — it was a call for the company to initiate a wider industry smock. As the richest man in the world, Bezos has become something of a target n the wider argumentation over pay disparity between top executives and their employees.
“We just made a purpose,” said Bezos. “You can offer competitive compensation or you can decide to lead.”
“As immediately as we framed it that way, we’re like ‘let’s decide to lead’ and I think people inclination follow,” he said.
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