HeyJaredThe Carlos Ethos
Leadership frameworks and unfiltered insights from forty years running global companies.
- Indexed issues, last 90 days
- 6
- Latest publication
- Sep 19, 2026
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- Earliest in this view
- Jul 11, 2026
Latest issues
The Brazil Playbook (opens the original)
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2 things I learned in Brazil have stayed with me through every role since, and both came from conditions I was exposed to in the country.I ran Michelin operations in Brazil between 1985 and 1989. Inflation over that period reached roughly 3,000%. In practical terms that meant repricing the entire portfolio every two weeks, permanent wage negotiations, constant union claims, and suppliers renegotiating on the same rhythm. The energy that consumes is difficult to convey to anyone who has only mana
The Decision You Take Is the Right One (opens the original)
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I am often asked how I made difficult decisions quickly, and whether I worried about choosing wrong. The answer rests on a principle I have held for a long time: Success is 5% strategy and 95% execution.Once you accept that, the way you think about decisions changes completely.Picture the situation everyone recognises. You have analysed the problem, narrowed it to 2 or 3 options, and you are stuck. You go back over the arguments. You imagine the version of the future where you chose differently.
Managing Up (opens the original)
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A lot of what I know about management, I learned from managers who were doing it poorly.And that’s because the lessons that stay with you are the ones you feel. When you work for someone who communicates poorly, who never explains the reasoning behind a decision, who leaves you outside the thinking and then expects your commitment to the outcome, you experience the consequences directly. You carry that learning with you more than anything you read in a book on leadership.<
Impatience as an Instrument (opens the original)
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Impatience has a poor reputation in leadership. It is treated as a temperament problem, something a serious executive learns to suppress with age and experience.I have come to see it differently. Impatience is information. When you feel it, you are usually registering an urgency that the organisation around you has not yet registered, so the instinct is worth taking seriously. What matters is the discipline you apply to it afterwards.Two moments in my career show both sides of
Seeking Discomfort (opens the original)
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Before I left for Japan to lead the Nissan turnaround, Louis Schweitzer, then CEO of Renault, asked me one question.What chances do you give yourself of succeeding?I said 50%.He looked at me and answered: if I genuinely believed it was only 50%, I would not send you. I would not bet the future of this company on those odds.I took the role anyway, and the exchange has stayed with me because of what the decision revealed about how I understand risk.
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