David Solomon is the CEO and Chairman of Goldman Sachs, the second-largest investment bank in the world – but this position was far from handed to him. As a teen and young adult, David raked leaves, babysat, flipped burgers at McDonald’s, and worked at a summer camp, learning the importance of work ethic and perseverance early on.David’s career trajectory had its highs and lows just like any other, but his hard work, resilience, and self-awareness led him to become a leader for over 43,000 employees at a firm that manages $1.5 trillion in assets.In this episode, Randall and David discuss the importance of adaptability and persistent effort amidst challenges, the characteristics of leaders, how success and work-life balance are defined, and much more.Topics Include:- How consistent difficulties create resilience- David’s advice for dealing with limiting and frustrating bosses- Whether or not luck and timing impact success- Defining success- The 3 most important aspects of leadership- The connection between time management, preparation, and accomplishments- The characteristics of a Goldman Sachs employee- How to establish your work-life balance- The biggest lesson David has learned- And more…David Solomon is the CEO and chairman of The Goldman Sachs Group, Inc. Last year alone, Goldman Sachs managed $1.5 trillion in assets, had $60 billion in revenue, and employed 43,900 employees.David began his career with the firm in 1999 as a partner, soon becoming the Global Head of the Financing Group. In 2006, he was named the joint head of the investment banking division, where he doubled profit margins over the next decade. He later served as president and COO of the firm before succeeding Lloyd Blankfein as CEO in 2018.In addition to his work at Goldman Sachs, David is the chairman of the Board of Trustees of Hamilton College, serves on the Board of Trustees of New York-Presbyterian Hospital, and serves on the Robin Hood Foundation, New York City’s largest poverty-fighting organization.**Resources Mentioned:**Memos from the Chairman), by Alan C. Greenberg
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