Name: Why the Best Leadership Lesson is Leading Without Control
Uploaded: 2026-03-29T13:00:00Z
Duration: 2 min 33 s
Description: How do you lead when you don't have direct control? Intuit CEO Sasan Goodarzi shares how an unexpected stint as the company's Chief Information Officer taught him the importance of influence.

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How do you lead when you don't have direct control? Intuit CEO Sasan Goodarzi shares how an unexpected stint as the company's Chief Information Officer taught him the importance of influence. Photo: Nikki Ritcher for the WSJ Leadership Institute

https://m.wsj.net/video/20260323/bb94bd2d-73fa-4de4-8cff-ff1767c5bac5/1/hls/manifest-hd-wifi.m3u8

How do you lead when you don't have direct control? Intuit CEO Sasan Goodarzi shares how an unexpected stint as the company's Chief Information Officer taught him the importance of influence.

Why the Best Leadership Lesson is Leading Without Control

You were a CIO yourself.

Sasan: Yeah, I am, yeah.

You did the job.

Sasan: Yeah.

Do you think that, and it's fairly rare, there are not a lot of CEOs-

Sasan: Yeah.

Who were CEOs, unless they're founder engineers. Do you think that helps you?

It was, first of all, I had no business being a CIO. And that's actually really important to say, because I came up from, you know, technical ranks, sales, ran businesses all, most of my career from when I was in my twenties. And I left Intuit and came back, but before I came back, I asked for the CIO job. And Brad, our previous CEO, he was very kind and let me have a shot at it. I would've never given me the job. So I wasn't qualified to be a CIO. But it was probably the, by far, the best job that I ever had, because I learned one, how to influence across the company. 'cause the most important and hardest leadership skill is how do you influence when you don't have "control."

Alan: Right.

You never have control as a leader, but you get what I'm saying. So that, it was fabulous from that perspective. But then two, I understood and learned about all of the technology drivers that makes the company tick and to deliver for customers. So it was by far the best experience that I had ever had.

Alan: Fascinating. And on that issue of control, authority without direct power, how did you do that? Where did you learn that skill? What's the secret to being able to influence the rest of the organization when you're just running the technology organization?

You know, first of all, it's hard. And it's not just influence, right? It's a mix of art, of, you know, carrot and a stick. But my general formula that I've learned over time, based on a lot of scars on my back, not just in the CIO role, was one, just to be really clear about expectations and outcomes. Like, what are we trying to achieve? And two, really galvanizing the whole organization. This was why the CIO role was one of my biggest learning, which is how do I get the whole company when I'm not the CEO, but the CIO? And, you know, generally, people don't wanna listen to the CIO. It's like, "Get outta my way. I'll call you if something doesn't work." Right? But by being clear about expectations, what we're trying to achieve, and then inspiring the team to get there, it's just then really, you know, mountains are built with shovels. And so really having a system in which you execute, and it was both inspiration and perspiration. It was both, how do you inspire to get to a better outcome? But inspiration doesn't always work.

The WSJ Leadership Institute Presents: Leaders. A new podcast series bringing you revealing conversations with top executives shaping business today. Hosted by Alan Murray, president of the WSJ Leadership Institute, the series goes beyond headlines to explore how leadership really works in times of upheaval, transformation, and uncertainty. Our first episode was released Monday, Sept. 22, at 5:00 a.m. ET, with new episodes every other Monday.