Amazon CEO Andy Jassy: Sucking Up to Your Boss Won't Earn Trust
In a recent company YouTube video, Amazon CEO Andy Jassy delivered a powerful message about workplace dynamics, emphasizing that sucking up to your boss will not earn their trust. He clarified that many employees misunderstand what it means to build trust in a professional environment.
The Misconception About Trust and Challenge
Jassy pointed out that junior employees often confuse trust-building with being overly nice or avoiding conflict. "They sometimes confuse it with meaning being nice to one another or having social cohesion or not challenging each other in meetings," he said. He described common pitfalls like "I won't challenge you if you don't challenge me" or "This person isn't trustworthy because they challenged me in a group of people." According to Jassy, this is a skill that people frequently get wrong, leading to ineffective teamwork and missed opportunities for growth.
What It Really Means to Earn Trust
Jassy defined trust-building in clear terms: "What we mean by 'earn trust' is being honest, authentic, straightforward; listening intently, but challenging respectfully if you disagree." He urged employees to speak up when they believe something is wrong for customers or the business, stating, "If you think we're doing something wrong for customers of the business, speak up." He also stressed the importance of accountability, adding, "If you own something, and it's not going well, own it."
He noted that trust is a two-way street, requiring leaders to be vocally self-critical, even in awkward or embarrassing situations. This openness fosters a culture where employees feel safe to express dissenting opinions and contribute to improvement.
The Crucial Role of Speaking Up in Meetings
Jassy highlighted that speaking up during meetings is essential for earning trust. "If you say you've got something, deliver it," he advised. He encouraged using data and benchmarks to support arguments, saying, "If you think we're not as good as we're saying we are, benchmark it, use data, and show us that we're not as good, and vice versa."
A Personal Anecdote from Jassy's Early Career
To illustrate his point, Jassy shared a personal story from his time leading Amazon's marketing team. He was presenting a 220-slide PowerPoint on the team's operating plan to founder Jeff Bezos and other executives when Bezos interrupted just 10 slides in, pointing out errors. "All of your numbers are wrong on this slide," Bezos said, leaving Jassy taken aback.
Instead of reacting with resentment, Jassy used the moment to demonstrate accountability. "I earned trust by owning it, being vocally self-critical, and actually getting better and improving it and providing a much better presentation and account for what was truth the next time I presented in a much broader group," he concluded. This experience taught him that owning mistakes and learning from them is key to building credibility with leadership.
Implications for Corporate Culture
Jassy's insights challenge traditional notions of workplace hierarchy and flattery. By promoting:
- Honest communication over superficial niceties
- Respectful challenge as a tool for innovation
- Accountability in both success and failure
He advocates for a culture where trust is built through substance rather than sycophancy. This approach not only enhances team performance but also drives organizational success by fostering an environment of continuous improvement and open dialogue.
