WEBVTT NOTE This file was generated by Descript 00:00:00.049 --> 00:00:03.799 Mickey McManus: Why would somebody, one of your peers say, ah, we 00:00:03.799 --> 00:00:04.969 need that person in the room. 00:00:05.269 --> 00:00:06.889 Like, why would they want you in the room? 00:00:07.129 --> 00:00:11.869 Sigal Zarmi: I think, I think for me personally, is because I 00:00:11.869 --> 00:00:13.519 would challenge the status quo. 00:00:13.999 --> 00:00:19.099 I always, I want to define myself as somebody who brings innovation, 00:00:19.099 --> 00:00:23.089 fresh thinking, and a different point of view to a conversation. 00:00:23.569 --> 00:00:26.629 Because for me to come in and just say what everybody else is 00:00:26.629 --> 00:00:28.399 saying, there is not no point. 00:00:28.404 --> 00:00:32.989 I mean, why waste everybody's time if I'm just reiterating or 00:00:33.139 --> 00:00:35.239 regurgitating what everybody else said? 00:00:35.809 --> 00:00:41.704 And so my, my goal has always been, and that's why I was so excited 00:00:41.704 --> 00:00:45.394 to take the head of transformation role with Morgan Stanley cause I 00:00:45.394 --> 00:00:47.525 got the license to challenge people. 00:00:47.555 --> 00:00:51.815 That was my job, was to sit in the room and say, have you thought about this? 00:00:51.815 --> 00:00:53.584 And why you doing it this way? 00:00:53.644 --> 00:00:55.055 Can't you do it another way? 00:00:55.324 --> 00:00:59.765 Are we aggressive enough as we think about how we really need to transform? 00:01:00.439 --> 00:01:05.029 What are organizational obstacles that we really need to remove 00:01:05.029 --> 00:01:11.119 in order to go faster, increase velocity, be more flexible, delight 00:01:11.124 --> 00:01:12.559 our customers and all of that. 00:01:12.949 --> 00:01:15.709 Mickey McManus: It seems like it's also, it's that notion of, that progressive 00:01:15.709 --> 00:01:21.259 alternative point of view is about helping ask a very different question or helping 00:01:21.799 --> 00:01:25.429 frame it with a different problem frame so that people can look at it differently 00:01:25.429 --> 00:01:29.689 and go, wow, you know, what, what's the lost opportunity if we don't do this too? 00:01:29.739 --> 00:01:33.084 Sigal Zarmi: Or bring up a different way of thinking about it. 00:01:33.084 --> 00:01:36.714 That generates more discussion and a richer conversation, 00:01:37.074 --> 00:01:40.674 a more diverse conversation throughout the decision making. 00:01:41.439 --> 00:01:45.789 Because what you want, when you make a decision, you do want diverse opinions. 00:01:46.299 --> 00:01:49.599 And sometimes, you can generate that even if you have people of 00:01:49.599 --> 00:01:51.129 the same background in the room. 00:01:51.549 --> 00:01:52.599 Sometimes not. 00:01:52.899 --> 00:01:56.499 But what you do want for rich conversation and decision making 00:01:56.559 --> 00:01:58.209 is the diversity of opinion. 00:01:58.569 --> 00:02:03.639 And I want to be the one to make sure that in every conversation 00:02:03.699 --> 00:02:05.199 there is a diversity of opinion. 00:02:05.979 --> 00:02:06.339 Mickey McManus: Hmm. 00:02:07.179 --> 00:02:08.169 Hey, Brad, how about you? 00:02:08.169 --> 00:02:08.979 Same question 00:02:09.029 --> 00:02:12.739 Bradley Strock: so I've always, been a big believer in, that some of the 00:02:12.744 --> 00:02:16.869 most effective leadership comes from asking the right questions, are 00:02:16.869 --> 00:02:21.259 asking good questions and so much more effective than, than saying, 00:02:21.259 --> 00:02:23.359 Hey, we need to do X, Y, and Z. 00:02:24.049 --> 00:02:29.664 Is to ask questions that lead people to get to, and you're asking the questions, 00:02:29.664 --> 00:02:33.504 you may or may not have an idea what you think the answer is, but, asking the 00:02:33.964 --> 00:02:39.585 questions and asking the five why's to get to the deeper insights, um, mm-hmm. 00:02:39.674 --> 00:02:43.514 is something that I've always, um, that I've always believed in and tried to 00:02:44.024 --> 00:02:48.644 practice and hone as a skill, I think in the context of the senior advisor program. 00:02:49.244 --> 00:02:54.064 I would say that, involving a senior advisor like Sigal or myself or some of 00:02:54.064 --> 00:03:01.154 our many other talented SA's is really bringing that practitioner credibility 00:03:01.154 --> 00:03:06.929 to the client and just seeing whether it's in, a pitch or in a case, that, 00:03:07.089 --> 00:03:11.599 that perspective, whether it's asking the questions or challenging as Sigal 00:03:11.604 --> 00:03:18.309 said, or even just saying, here is my experiences and how it aligns, um, I 00:03:18.309 --> 00:03:24.544 think is, is is incredibly powerful in bringing credibility and also, 00:03:24.794 --> 00:03:28.354 getting to even better solutions that add value for the client. 00:03:28.694 --> 00:03:32.149 Where we've done that, where I've seen that happen, it's added a ton of value. 00:03:32.629 --> 00:03:32.719 Mickey McManus: Mm-hmm. 00:03:32.919 --> 00:03:36.544 Bradley Strock: I think, you know, part of what, seems an opportunity to me 00:03:36.549 --> 00:03:38.314 is to be able to really do that more. 00:03:38.314 --> 00:03:40.134 Mickey McManus: And you're a proxy for the customer. 00:03:40.134 --> 00:03:44.874 You're a proxy for that CIO on the other side or the CFO or someone, and 00:03:44.874 --> 00:03:47.904 you can ask those questions so they don't fall on their face when they 00:03:47.904 --> 00:03:49.284 get out there with the real customer. 00:03:49.284 --> 00:03:52.494 Or you can probably sensitize people to, this is a big 00:03:52.494 --> 00:03:53.904 transformation they're going through. 00:03:54.264 --> 00:03:56.754 This is what's going on in the heads of the senior leaders. 00:03:56.754 --> 00:04:01.939 This is what they're concerned about right now, let's help them change as well. 00:04:01.989 --> 00:04:04.099 What do you, Sigal you look like You might have a question. 00:04:04.259 --> 00:04:10.599 Sigal Zarmi: Yeah, now I was just gonna add that I was a BCG client and 00:04:10.604 --> 00:04:19.689 what I found the most impressive about BCG is the ability to really push the 00:04:20.229 --> 00:04:28.329 customer in a nice way to try to extend yourself out of your comfort zone. 00:04:29.209 --> 00:04:29.369 Mickey McManus: Hmm. 00:04:30.069 --> 00:04:35.454 Sigal Zarmi: And if we continue to do that, In addition to delivering on a 00:04:35.944 --> 00:04:41.424 specific case, in addition to making sure that we help out with what, whatever 00:04:41.429 --> 00:04:48.119 it is, the assignment is trying to challenge the customer to see beyond their 00:04:48.119 --> 00:04:55.679 day-to-day because, everybody's so busy and all of our clients, no matter what job 00:04:55.679 --> 00:05:01.304 they have, have more on their plates that they can get accomplished in a single day. 00:05:01.814 --> 00:05:08.864 And if we can continue to pull them out of the details and help them 00:05:08.864 --> 00:05:14.319 think strategically and expand the way they're thinking, I think that's a huge 00:05:14.324 --> 00:05:16.345 value that BCG brings to the table. 00:05:16.615 --> 00:05:19.274 And who is better than the SA's to help with that? 00:05:19.845 --> 00:05:25.164 Because we are ourself, from the outside in looking at things, and 00:05:25.164 --> 00:05:31.825 we do have so much experience with sitting in those positions that we 00:05:31.825 --> 00:05:35.305 can, add so much value in my opinion.