James Green: what Steve taught me after I told him 'no'

James Green, currently holding the position of Executive Director of Magnetic, once worked with Steve. Back in 1997, he received an offer from Jobs' work in Pixar. According Dzheysma herself an opportunity to work at Pixar under the Jobs actually became execution his dreams, and today we offer you to get acquainted with the thoughts and memories of those James times.

I worked with Steve Jobs at Pixar Animations Studios in 1997-98. In my life few people that I would consider a hero, but Steve was and still is one of them.

As often happens with dreams, the reality was much different from my ideas. Despite the fact that I do not regret one second, conducted the work with Steve, I was often difficult. However, it is in such moments, you learn something important.

John Lasseter, at that time held the position of director of Pixar Movies (he now runs Disney Animation), advised me to be at Pixar. My first interview took place directly in the home of Steve. Can you imagine the feeling when you come to the house, ring the bell and wait until Steve will come to the door and pick you up? The first time I saw him and spoke with him personally.

We talked about my past experiences. Steve explained that I would have become a link between producers and Disney Pixar. At this point, I told him "no." I wanted to work in Pixar's, but I had to explain to Steve that the presence of the "man in the middle" will not work - much better to establish direct contacts. Despite the fact that I refused initially proposed positions, Steve invited me to strongly address the development of new lines of business and marketing.

Pixar - this is an excellent place to work. My post sounded like "a man of worldwide marketing." Immediately after the operation, I started to study, absorb knowledge and to do everything, what I am capable. It turned out that when you work for Jobs, tell him "no" becomes almost impossible.

If you have an idea with which Steve does not agree, it immediately transfers you to a list of arguments that prove your wrong. "James, here are 7 reasons why you're wrong." At first, it's very frightening, because even if you know that you're right, you still do not manage to confront his intelligence. If he felt that to be a very difficult conversation, he offered to go for a walk with him. His phrase, "Hey, James, let's go take a walk," has always been a bad sign.

The combination of my enthusiasm for the work and vision of Steve my posts over the fact that my work is more and more resembled the one from which I initially refused. After some time, I found myself in a room with Steve, and I knew that if he did not resign, I will point to the door. I resigned.

What I Learned From Steve?

I realized that it is necessary to pay great attention to what he wants to deal with the person you hire. If a person desires do not coincide with what your company needs from it, then you should not hire him, no matter how talented, smart, successful and active he was. Looking back on that time, I have come to believe that Steve should not have to hire me. If a person is doing something different from its original position, then it will not work any good. As a leader you have to prevent such a situation quickly, but not aggressively, without going to the individual. I remember going out the door, I heard his sentence: "Life is long, and I'm sure our paths will cross again." So it happened in the future, I kept in touch with Steve.

Steve also taught me to understand the importance of transparency. In fact, he was quite controversial person in this regard. He was strong in marketing and generation of new fresh ideas, but not too successful in contact with people. He could remain silent and not to talk to the employees that he expected or expects from them. Due to this manner of behavior I have learned to be open to its employees. I want my subordinates always know what I expect from them, and they knew it from the start. If you show people the goal, and explain the meaning of these goals, it will be an additional motivation for them.

Another important point: it is always necessary to put in the forefront of building relationships in the team. When you find yourself in a new situation for you, Naladte contacts with people in the first place. Make sure that all your employees feel part of a team before.

Opting out of Pixar has been one of the most difficult moments in my life, however, and Steve had experience some humiliation, because at one point it actually was removed from the company he She founded. Still, he was back, with his return was truly triumphant. Of course, my future victories were not even comparable to it, but the taste of victory when you find yourself back on height can be much more pleasant than the first success in life, and this truth, I also learned through Steve.

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