Microsoft CEO Satya Nadella: I'm really intimidated by Bill Gates

Written by New York Times | Updated: Mar 4 2014, 16:30pm hrs
Satya NadellaMicrosoft CEO Satya Nadella talks of the company?s culture, his predecessors and cricket. PTI
In his first interview since taking over as Microsoft CEO, Satya Nadella talks of the companys culture, his predecessors and cricket.

What leadership lessons have you learned from your predecessor, Steve Ballmer

The most important one I learned from Steve happened two or three annual reviews ago. I sat down with him, and I remember asking him: What do you think How am I doing Then he said: Look, you will know it, I will know it, and it will be in the air. So you dont have to ask me, How am I doing At your level, its going to be fairly implicit.

I went on to ask him, How do I compare to the people who had my role before me And Steve said: Who cares The context is so different. The only thing that matters to me is what you do with the cards youve been dealt now. I want you to stay focused on that, versus trying to do this comparative benchmark. The lesson was that you have to stay grounded, and to be brutally honest with yourself on where you stand.

And what about Bill Gates

Bill is the most analytically rigorous person. Hes always very well prepared, and in the first five seconds of a meeting hell find some logical flaw in something Ive shown him. Ill wonder, how can it be that I pour in all this energy and still I didnt see something In the beginning, I used to say, Im really intimidated by him. But hes actually quite grounded. You can push back on him. Hell argue with you vigorously for a couple of minutes, and then hell be the first person to say, Oh, youre right. Both Bill and Steve share this. They pressure-test you. They test your conviction.

What were some early leadership lessons for you

I played on my schools cricket team, and there was one incident that just was very stunning to me. I was a bowler and I was throwing very ordinary stuff one day. So the captain took over from me and got the team a breakthrough, and then he let me take over again.

I never asked him why he did that, but my impression is that he knew he would destroy my confidence if he didnt put me back in. And I went on to take a lot more wickets after that. It was a subtle, important leadership lesson about when to intervene and when to build the confidence of the team. I think that is perhaps

the No. 1 thing that leaders have to do: To bolster the confidence of the people youre leading.

Any final big-picture thoughts on how youre going to approach your new role, and how you want to make your mark

Longevity in this business is about being able to reinvent yourself or invent the future. In our case, given 39 years of success, its more about reinvention. Weve had great successes, but our future is not about our past success. Its going to be about whether we will invent things that are really going to drive our future.