848: The People, the Mission & the Innovation | Evan Goldstein, CFO, Seismic

Evan Goldstein tells us that it was at the end of another long day—after a week of long days—as he was walking to the parking lot adjacent to Genentech’s offices that he received a “gut punch.”Becoming more self-aware of others is something that many finance leaders have told us that they have needed to lean into during their career, but few have shared with us the pivot to self-reflection as vividly as Goldstein, whose multi-decade finance career boasts an unusual dual-chamber architecture centered on 10 years at Genentech and another 11 at Salesforce.“I refer to myself as a serial monogamist when it comes to my professional career and the longevity that I’ve experienced at both of these companies,” explains Goldstein, who credits his extended stay at both firms to the power of three: the people, the mission, and the innovation.Still, Goldberg wants us to know about the long day that ended in Genentech’s parking lot.For young finance career builders, arriving at the end-of-day parking lot can be somewhat likened to a runner breaking the finish-line tape, not to be awarded a medal, though, but to be met with the refreshingly cool evening air that routinely rewards a long day’s work.It was in just such environs that Goldstein chose to thank a younger Genentech colleague for their hard work on an important and ultimately successful “deliverable.”“After having just been promoted to the manager level, I had taken over short-term planning in the corporate organization and had hired this person—whose role I had had in the past,” reports Goldstein, who earlier in the week had presented the “deliverable” to Genentech’s leadership team.“Here we had had this really successful outcome, and this employee was just doing phenomenally well,” comments Goldstein, who found himself alongside his young report as they made their way to the parking lot together.“Thank you for all of your hard work,” Goldstein remembers saying—to which the employee then replied: “Yeah, well, I don’t think I want to do this.”Such a response was like a punch to the gut, Goldstein recalls, and one that not even the fresh evening air could ease.    The employee explained further: “Evan, you’re telling me what to do, and you’re not letting me figure it out.”Looking back, Goldstein realizes that he was shortchanging the opportunities that he provided to others by failing to allow them to grow and develop along the way as they “added their own flavor to the process.”Says Goldstein: “This was one of my turning points from a managerial leadership perspective—when I started to realize that it’s not just about what you deliver but also how you deliver it.” –Jack Sweeney