Good Lifestyle

The fast track is a leadership and healthy life column of Strauss Zelnick, co-founder of ZMC, an investment company focused on the media; And the President and CEO of interactive software to take two, one of the largest video game companies in the world. Zelnick is also an avid participant in #TheProgram, a New York fitness group. If you have any questions for him, tweet them to@BESTLIFEONLINELINE-OR Send us a message onFacebook-Use the hashtag #Skstrauss.

This is 2017. What is the most exciting society we have never heard?

The company is called loan, the first super easy and efficient programming tool for robots. (Complete Disclosure: My family and I are investors.) Ready is at the forefront of the explosion of personal robotics. This year, billions of consumers will buy robots for their homes. So far, the programming of these devices has been complicated and difficult, unless you have had a MIT degree. And hundreds of thousands of consumers already use it.

What is the greatest the most stupid mistake you see bosses to do these days?

Boss of people around. Leadership is based on expertise and execution, not on authority. The best managers are players' coaches: Your job is to serve your colleagues, help you when you need and get out of the way you're not. You are not the solver of any use and quite known; You are not the chief decision-maker. This requires a discipline. It is much easier to answer a question and move on to say, "I'm happy to help. Tell me more." And then, "What options do we have?" And finally, "What do you recommend?"

If someone comes in my office with a problem and did not think about a possible solution to a solution, I am invited to do the work of this person. It's not right for meWhere to my colleague. At the end of the day, of course, sometimes, the person of the corner office must make the difficult call, but it's a last resort. If you have defined the good culture, collectively embarked on an action plan and hired the right team, leadership can often be subtle and generous, more or less without ego. As my friend David Zinczenko says, "If you are the smartest guy in the room, you are in the wrong room."

Who is the person of life who taught you most like a leader - and what did you learn?

When I was at the school of graduate school, I had the habit without a boring of seeking to visit CEO to visit what they have advised those who start their careers. And everyone has essentially given one or more of the following three answers:

1. Listen. Most people confuse to talk with doing. If you listen first, and with empathy, you will be amazed at what you will learn. And by learning that you could avoid silent mistakes. Over time, you will develop a reputation as a leader and kind.

2. Work hard. When you have just started, chances are you sit next to people with similar educational background with similar work experience (if applicable). Said another way, you do not know anything yet. How, then, are you going to distinguish yourself? Working stronger than anyone. Be the first to raise your hand to help; As often as you can, say "yes". Specifically, be at work before your boss and stay later. Over time, experience and a reputation will attenuate at least a portion of the brute force of hours. Until then: Tend yourself, show up and smile.

3. Never compromise your integrity. At the end of the day, all you have.

As a business man, what is the thing you would really like to get better?

Data intersection and decision-making. Like many companies, we have huge amounts of consumption data and we better improve analytics. I would like to bring this information into the C 's suites and use it to better serve our customers.

When you hire people, do you personally check their digital footprint for warning signs? And do you have advice to people looking for a new jitter?

Categorically yes. We do in-depth research in the background, including social media and spongy controls from the most arch and even irrelevant things listed on the applicant's CV. A manufacture or even an exaggeration can ruin your chances of getting a job - or could make you lose a person. And make sure you proactively correct all misunderstandings. Curiously, if you google me, you can offer references to my work from Goldman Sachs, Verizon and Dupont (like CEO, no less). I have never been employed in the three - and I assoke me to tell people that if we talk about my history.

What is the question of the interview that you always ask for candidates at work?

It may not be original, but I always ask: "What was your biggest failure?"

The worst answer is something to the effect of: "I am such a perfectionist. You simply can not get out of the office. I work and work and work - to a fault. My failure is that I need to need 'Add more balance to my life - but I can not seem to do it! "

The best answer falls into the category of: "This is something I've done badly - and how I sought to repair it and learn it. I'm looking for honesty, humility and willingness to take the responsibility in adversity. "

Oh-and I'm also trying not to hire showers.

What is the best book you read recently and why?

Boys in the boat, by Daniel James Brown. This is the history of the United States Olympic Rowing Team from 1936. A great story of non-fiction and a friendly (perhaps unexpected) in leadership.

Are you a great partisan of certain types of workspaces? Do you prefer outdoor spaces or private offices?

It all depends on your culture and your business model. For a bargaining office, it is clear enough that an open plan is the only way to go. For a first-step company where fast collaboration and decision-making expenses are crucial, an open plan can work well, but a private space for meetings and private conversations is also important.

And for some companies (like ours), a mix of open space and private offices seems to be more efficient. What I do not think that works are television or shared with common offices with lockers for your property. Humans are territorial (why do you usually sit in the same place at the table every night?) And have a place to call your own enhance both the work experience and the exit.

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