{"success":true,"count":10,"items":[{"videoId":"8JQUjpBf3Ig","chunkIndex":0,"totalChunks":10,"title":"Ex-Amazon VP: Lessons from Working with Jeff Bezos that Changed My Life | Ethan Evans — Part 1 of 10","thumbnail":"https://i.ytimg.com/vi/8JQUjpBf3Ig/maxresdefault.jpg","duration":5650,"uploader":"BigDeal by Codie Sanchez ","youtubeUrl":"https://www.youtube.com/watch?v=8JQUjpBf3Ig","keywords":["leadership","career-growth","corporate-politics","management","negotiation","decision-making","executive-advice","business"],"normalizedKeywords":["리더십·매니지먼트","비즈니스·전략","커리어·성장"],"targetAudience":[{"who":"직장인","why":"회사에서 사람 관계와 정치, 승진 구조를 읽는 법을 배울 수 있음"},{"who":"관리자","why":"좋은 보스의 조건과 팀을 잃지 않는 리더십 기준을 점검할 수 있음"},{"who":"커리어 주니어","why":"남의 기대에 맡기지 않고 스스로 커리어를 설계하는 관점을 얻을 수 있음"}],"normalizedAudience":["지식노동자 일반","학생·주니어"],"summary":"이 영상은 전 Amazon VP Ethan Evans가 자신의 커리어 경험을 바탕으로, 회사에서 성공하는 법은 단순히 열심히 일하는 것이 아니라 '내가 어디로 가고 싶은지'를 분명히 아는 데서 시작된다고 말한다. Jeff Bezos에게서 배운 전략적 인내와 전술적 급함의 균형, 그리고 조직 내 정치와 이해관계가 실제로 어떻게 작동하는지를 현실적으로 풀어낸다.\n\n핵심 메시지는 남이 알아서 챙겨주길 기대하지 말고, 다른 사람의 동기를 읽고, 내 이익을 스스로 지키며, 좋은 상사와는 협력 관계를 만들어야 한다는 것이다. 그는 'magic loop'라는 개념을 통해 상사에게 도움을 주고, 그 대가로 자신의 성장 기회를 얻는 상호 협력의 구조를 설명한다.","insights":["번아웃의 핵심 원인은 노력 부족이 아니라 방향 상실이다.","커리어는 직선 사다리보다 여러 경로가 있는 등반벽에 가깝다.","회사 정치의 본질은 악의보다 이해관계의 불일치다.","기대만 하는 태도는 주도권을 남에게 넘기는 선택이다.","좋은 상사는 일관성과 투명성으로 위험 감수를 가능하게 한다."],"keyClips":[{"clipId":"8JQUjpBf3Ig:c0:1-9","startSegmentIndex":1,"endSegmentIndex":9,"startTime":2.389,"endTime":61.6,"durationSeconds":59.2,"preview":"커리어 방향이 먼저","mustSee":false},{"clipId":"8JQUjpBf3Ig:c0:11-24","startSegmentIndex":11,"endSegmentIndex":24,"startTime":64.72,"endTime":145.92000000000002,"durationSeconds":81.2,"preview":"회사정치의 현실","mustSee":false},{"clipId":"8JQUjpBf3Ig:c0:25-37","startSegmentIndex":25,"endSegmentIndex":37,"startTime":145.92000000000002,"endTime":245.04,"durationSeconds":99.1,"preview":"아군 만드는 법","mustSee":false},{"clipId":"8JQUjpBf3Ig:c0:39-53","startSegmentIndex":39,"endSegmentIndex":53,"startTime":249.12,"endTime":370.96,"durationSeconds":121.8,"preview":"주도권을 지켜라","mustSee":true},{"clipId":"8JQUjpBf3Ig:c0:54-76","startSegmentIndex":54,"endSegmentIndex":76,"startTime":370.96,"endTime":505.12,"durationSeconds":134.2,"preview":"좋은 상사의 조건","mustSee":false},{"clipId":"8JQUjpBf3Ig:c0:77-87","startSegmentIndex":77,"endSegmentIndex":87,"startTime":505.12,"endTime":606.08,"durationSeconds":101,"preview":"매직 루프의 원리","mustSee":false}],"curatedSegments":[{"segmentIndex":79,"text":"So the magic loop got its name from the idea it works so well it can be magical and uh it began I sort of discovered this in my very first job I got a new boss and she was nice but didn't understand our technology I was a young engineer and I said look I could teach you about and I didn't have any plan I just oh well if you don't know I'll teach you well that started a relationship where she saw me as helpful and being on her side and she took me under her wing and over the next two years promoted me twice and kind of kickstarted my career.","startTime":515.76,"endTime":552.24,"durationSeconds":36,"level":"C1","overallScore":9.8,"rationale":"생생한 일화와 커리어 교훈이 풍부."},{"segmentIndex":64,"text":"Two is greater than zero. and he said,\"I'd rather pay to get two of something because I find when I force people to collaborate too soon, they gridlock and argue about priorities and what I actually get is nothing.\"","startTime":3473.839,"endTime":3486.559,"durationSeconds":13,"level":"C1","overallScore":9.8,"rationale":"협업 강제의 역효과를 날카롭게 설명."},{"segmentIndex":50,"text":"I think the biggest thing I take away is a little bit complicated, but he often said we need to be strategically patient but tactically impatient.","startTime":3902.319,"endTime":3912.64,"durationSeconds":10,"level":"C1","overallScore":9.8,"rationale":"핵심 리더십 원칙이 매우 응축됨."},{"segmentIndex":51,"text":"So I actually teach people anytime they start thinking about what someone else should do, they should step back and say,\"Okay, how am I going to make sure that happens or what can I do if they don't?\"","startTime":350.639,"endTime":358.88,"durationSeconds":8,"level":"C1","overallScore":9,"rationale":"주도권 회복법을 아주 실용적으로 제시."},{"segmentIndex":72,"text":"So, if you can figure out as opposed to all the work that I could spend time on, what's going to drive up our results that matter, that can mean of course driving down costs.","startTime":1020,"endTime":1032.16,"durationSeconds":12,"level":"C1","overallScore":9,"rationale":"성과를 내는 일 선별 원칙이 뚜렷함."},{"segmentIndex":93,"text":"because that puts it personalizes it. Instead, I would say, you know, my career is naturally very important to me and I would like to know how important it is to contrarian thinking and why I need to know that is unfortunately if it's not as important to contrarian thinking as it is to me, then I need to take that in consideration.","startTime":1176.72,"endTime":1197.039,"durationSeconds":20,"level":"C1","overallScore":9,"rationale":"비대립적 승진 요청 화법이 매우 실전적임."},{"segmentIndex":37,"text":"One thing Ethan keeps coming back to is this. Doing the work is not the same as owning the outcome.","startTime":1471.44,"endTime":1475.919,"durationSeconds":4,"level":"B2","overallScore":8.6,"rationale":"핵심 메시지를 압축한 통찰 문장."},{"segmentIndex":41,"text":"It's not my job. I don't. And what we want, of course, as founders or leaders in a company is people who see, okay, I might not be the right person to do this work, but since nobody's doing it, I'm going to jump on it either and do my best job or find who should own it.","startTime":2104.8,"endTime":2122.24,"durationSeconds":17,"level":"B2","overallScore":8.8,"rationale":"주도성 있는 인재상을 선명히 제시함."},{"segmentIndex":72,"text":"What are you going to do? What's the problem? Why did that happen?\"What he actually said was,\"I just want you to know I'm not worried about this problem because clearly you are.\"","startTime":2318.56,"endTime":2328.64,"durationSeconds":10,"level":"B2","overallScore":8.6,"rationale":"리더십 통찰이 분명하고 표현도 유용함."},{"segmentIndex":21,"text":"and you know they were making a decision and definitely it was like a eyeopening breath when he's like well we were considering whether or not to fire you like [laughter] >> what do you think the right way is to give really difficult feedback to somebody so they actually listen to it >> well a couple things uh privacy is better if it's going to be that hard you like it's you're just going to lose trust from a lot of people if you have a we're considering firing you discussion in public everybody's be like what kind of jerk are So, it's got to be in private, but I think clarity.","startTime":2549.68,"endTime":2582.64,"durationSeconds":33,"level":"C1","overallScore":8.8,"rationale":"어려운 피드백 원칙을 구체적으로 제시."},{"segmentIndex":73,"text":"Bezos had this thing where he taught we don't want people to um to succumb to what he called social cohesion >> and he wanted people to be willing to debate and so he exemplified that and the big example was he would tolerate debate.","startTime":2974.16,"endTime":2994.079,"durationSeconds":20,"level":"C1","overallScore":8.8,"rationale":"조직문화 원칙과 사례가 매우 밀도 높음."},{"segmentIndex":49,"text":"Uh because the culture you exemplify is the culture you get for sure.","startTime":3321.119,"endTime":3325.92,"durationSeconds":5,"level":"B2","overallScore":8.8,"rationale":"문화 형성 원리를 강하게 요약한 문장."},{"segmentIndex":56,"text":"So part of it was hard work. The second thing though is Amazon was really great on pushing authority to do things down and giving autonomy to small teams.","startTime":3372.24,"endTime":3383.599,"durationSeconds":11,"level":"B2","overallScore":8.8,"rationale":"성과 문화의 핵심 설계 원리를 제시함."},{"segmentIndex":57,"text":"They had this idea called a two pizza team and the idea was no team should be bigger that can be fed by two pizzas and that team should know what it's all about and be able to go do it itself.","startTime":3383.599,"endTime":3395.76,"durationSeconds":12,"level":"B2","overallScore":8.8,"rationale":"작은 팀 자율성 원칙이 구체적이다."},{"segmentIndex":58,"text":"So what they tried to the way to understand Amazon is not oh a million employees but rather a h 100,000 of these little teams and so it was in many ways a collection of startups like my first team that built this version of Prime Video that failed at the demo uh was only seven people when it began.","startTime":3395.76,"endTime":3419.04,"durationSeconds":23,"level":"C1","overallScore":9,"rationale":"대기업을 스타트업 묶음으로 보는 관점."},{"segmentIndex":60,"text":"Now that same team today the whole team globally would be several thousand but it's still going to be divided into these little pieces working on each individual part of the larger system now and that's what made Amazon strong is uh you had these little teams Jeff in fact got a lot of push back on this that's worth sharing we brought in a VP from Microsoft big platform company and that guy had an argument with Jeff who said,\"So many of these teams are repeating work.","startTime":3423.839,"endTime":3458.799,"durationSeconds":35,"level":"C1","overallScore":8.8,"rationale":"확장 후에도 소팀 구조 유지 통찰이 큼."},{"segmentIndex":72,"text":"It's more about losing your vision. You no longer know why.","startTime":3524.16,"endTime":3528.72,"durationSeconds":5,"level":"B1","overallScore":8.2,"rationale":"번아웃 본질을 압축적으로 제시함."},{"segmentIndex":13,"text":"It's a the way to be effective is to be better at ruthlessly looking at what's going to return money. Where are the priorities?","startTime":3662.96,"endTime":3670,"durationSeconds":7,"level":"C1","overallScore":8.6,"rationale":"효율의 기준을 명확히 제시함."},{"segmentIndex":23,"text":"And he had this insight where he said, you know, that's an interesting question, but I prefer to try and think about what's not going to be different >> because if I know something is this going to be the same next year and the same 5 years from now, I can build a business on that without worrying about the sand shifting. And so, um, my husband, he prefers to talk to his little AI.","startTime":3731.76,"endTime":3735.92,"durationSeconds":4,"level":"C1","overallScore":8.8,"rationale":"불변 요소에 집중하는 관점이 깊다."},{"segmentIndex":41,"text":"That auditing your past of how much should I waste and being relentless of I'm not going to let that happen again. I'm not going to let somebody pull me in to waste work makes a huge difference.","startTime":3812.64,"endTime":3821.839,"durationSeconds":9,"level":"C1","overallScore":8.6,"rationale":"업무 감사와 차단의 교훈이 강함."}],"generatedAt":"2026-06-25T00:37:24.930Z","keyClipsTotalSec":2044},{"videoId":"8JQUjpBf3Ig","chunkIndex":1,"totalChunks":10,"title":"Ex-Amazon VP: Lessons from Working with Jeff Bezos that Changed My Life | Ethan Evans — Part 2 of 10","thumbnail":"https://i.ytimg.com/vi/8JQUjpBf3Ig/maxresdefault.jpg","duration":5650,"uploader":"BigDeal by Codie Sanchez ","youtubeUrl":"https://www.youtube.com/watch?v=8JQUjpBf3Ig","keywords":["leadership","management","career-growth","reciprocity","promotion","corporate-culture","performance","negotiation","motivation"],"normalizedKeywords":["리더십·매니지먼트","커리어·성장","비즈니스·전략"],"targetAudience":[{"who":"직장인","why":"상사와의 관계, 승진, 연봉 협상에서 실질적으로 도움이 됨"},{"who":"리더","why":"좋은 팀원을 붙잡고 키우는 리더십 원리를 배울 수 있음"},{"who":"주니어","why":"열심히만 하는 것보다 결과와 태도를 어떻게 보여야 하는지 알 수 있음"}],"normalizedAudience":["지식노동자 일반","학생·주니어"],"summary":"이 영상은 아마존 전 VP Ethan Evans가 Jeff Bezos와 일하며 배운 관리와 커리어 성장의 원리를 중심으로, '좋은 상사/좋은 부하' 관계를 어떻게 실제 성과로 연결할지 설명한다. 핵심은 남을 돕는 사람이 결국 더 큰 기회를 얻는다는 상호성의 법칙이며, 매니저에게 문제만 던지는 사람이 아니라 문제를 해결해주는 사람이 승진과 보상을 받는다는 점이다.\n\n또한 회사는 감정이 아니라 결과로 움직이므로, 불평보다 성과, 자격 주장보다 가치 창출, 개인적 요구보다 조직에 대한 기여를 먼저 보여야 한다고 강조한다. 승진이나 연봉 인상도 '나를 올려달라'는 방식보다, 내가 어떤 결과를 내고 있고 조직이 나를 얼마나 중요하게 보는지 확인하는 방식이 더 효과적이라고 조언한다.","insights":["승진은 열심히보다 결과를 얼마나 만들었는지가 좌우한다.","상사에게 도움을 주는 사람이 더 빨리 신뢰와 보상을 얻는다.","불평보다 문제 해결자가 되면 기회가 따라온다.","좋은 리더는 사람을 데려오고, 나쁜 매니저는 혼자 남는다.","연봉 협상은 '내가 원한다'보다 '내 가치가 얼마냐'로 해야 한다."],"keyClips":[{"clipId":"8JQUjpBf3Ig:c1:4-13","startSegmentIndex":4,"endSegmentIndex":13,"startTime":613.04,"endTime":668,"durationSeconds":55,"preview":"상호성의 힘","mustSee":false},{"clipId":"8JQUjpBf3Ig:c1:18-27","startSegmentIndex":18,"endSegmentIndex":27,"startTime":694.88,"endTime":755.92,"durationSeconds":61,"preview":"희귀한 도움의 가치","mustSee":false},{"clipId":"8JQUjpBf3Ig:c1:29-49","startSegmentIndex":29,"endSegmentIndex":49,"startTime":759.519,"endTime":891.519,"durationSeconds":132,"preview":"불평 대신 주도권","mustSee":false},{"clipId":"8JQUjpBf3Ig:c1:53-64","startSegmentIndex":53,"endSegmentIndex":64,"startTime":905.44,"endTime":978.639,"durationSeconds":73.2,"preview":"진짜 리더의 기준","mustSee":false},{"clipId":"8JQUjpBf3Ig:c1:68-94","startSegmentIndex":68,"endSegmentIndex":94,"startTime":1001.8389999999999,"endTime":1207.039,"durationSeconds":205.2,"preview":"승진과 협상법","mustSee":true}],"curatedSegments":[{"segmentIndex":79,"text":"So the magic loop got its name from the idea it works so well it can be magical and uh it began I sort of discovered this in my very first job I got a new boss and she was nice but didn't understand our technology I was a young engineer and I said look I could teach you about and I didn't have any plan I just oh well if you don't know I'll teach you well that started a relationship where she saw me as helpful and being on her side and she took me under her wing and over the next two years promoted me twice and kind of kickstarted my career.","startTime":515.76,"endTime":552.24,"durationSeconds":36,"level":"C1","overallScore":9.8,"rationale":"생생한 일화와 커리어 교훈이 풍부."},{"segmentIndex":64,"text":"Two is greater than zero. and he said,\"I'd rather pay to get two of something because I find when I force people to collaborate too soon, they gridlock and argue about priorities and what I actually get is nothing.\"","startTime":3473.839,"endTime":3486.559,"durationSeconds":13,"level":"C1","overallScore":9.8,"rationale":"협업 강제의 역효과를 날카롭게 설명."},{"segmentIndex":50,"text":"I think the biggest thing I take away is a little bit complicated, but he often said we need to be strategically patient but tactically impatient.","startTime":3902.319,"endTime":3912.64,"durationSeconds":10,"level":"C1","overallScore":9.8,"rationale":"핵심 리더십 원칙이 매우 응축됨."},{"segmentIndex":51,"text":"So I actually teach people anytime they start thinking about what someone else should do, they should step back and say,\"Okay, how am I going to make sure that happens or what can I do if they don't?\"","startTime":350.639,"endTime":358.88,"durationSeconds":8,"level":"C1","overallScore":9,"rationale":"주도권 회복법을 아주 실용적으로 제시."},{"segmentIndex":72,"text":"So, if you can figure out as opposed to all the work that I could spend time on, what's going to drive up our results that matter, that can mean of course driving down costs.","startTime":1020,"endTime":1032.16,"durationSeconds":12,"level":"C1","overallScore":9,"rationale":"성과를 내는 일 선별 원칙이 뚜렷함."},{"segmentIndex":93,"text":"because that puts it personalizes it. Instead, I would say, you know, my career is naturally very important to me and I would like to know how important it is to contrarian thinking and why I need to know that is unfortunately if it's not as important to contrarian thinking as it is to me, then I need to take that in consideration.","startTime":1176.72,"endTime":1197.039,"durationSeconds":20,"level":"C1","overallScore":9,"rationale":"비대립적 승진 요청 화법이 매우 실전적임."},{"segmentIndex":37,"text":"One thing Ethan keeps coming back to is this. Doing the work is not the same as owning the outcome.","startTime":1471.44,"endTime":1475.919,"durationSeconds":4,"level":"B2","overallScore":8.6,"rationale":"핵심 메시지를 압축한 통찰 문장."},{"segmentIndex":41,"text":"It's not my job. I don't. And what we want, of course, as founders or leaders in a company is people who see, okay, I might not be the right person to do this work, but since nobody's doing it, I'm going to jump on it either and do my best job or find who should own it.","startTime":2104.8,"endTime":2122.24,"durationSeconds":17,"level":"B2","overallScore":8.8,"rationale":"주도성 있는 인재상을 선명히 제시함."},{"segmentIndex":72,"text":"What are you going to do? What's the problem? Why did that happen?\"What he actually said was,\"I just want you to know I'm not worried about this problem because clearly you are.\"","startTime":2318.56,"endTime":2328.64,"durationSeconds":10,"level":"B2","overallScore":8.6,"rationale":"리더십 통찰이 분명하고 표현도 유용함."},{"segmentIndex":21,"text":"and you know they were making a decision and definitely it was like a eyeopening breath when he's like well we were considering whether or not to fire you like [laughter] >> what do you think the right way is to give really difficult feedback to somebody so they actually listen to it >> well a couple things uh privacy is better if it's going to be that hard you like it's you're just going to lose trust from a lot of people if you have a we're considering firing you discussion in public everybody's be like what kind of jerk are So, it's got to be in private, but I think clarity.","startTime":2549.68,"endTime":2582.64,"durationSeconds":33,"level":"C1","overallScore":8.8,"rationale":"어려운 피드백 원칙을 구체적으로 제시."},{"segmentIndex":73,"text":"Bezos had this thing where he taught we don't want people to um to succumb to what he called social cohesion >> and he wanted people to be willing to debate and so he exemplified that and the big example was he would tolerate debate.","startTime":2974.16,"endTime":2994.079,"durationSeconds":20,"level":"C1","overallScore":8.8,"rationale":"조직문화 원칙과 사례가 매우 밀도 높음."},{"segmentIndex":49,"text":"Uh because the culture you exemplify is the culture you get for sure.","startTime":3321.119,"endTime":3325.92,"durationSeconds":5,"level":"B2","overallScore":8.8,"rationale":"문화 형성 원리를 강하게 요약한 문장."},{"segmentIndex":56,"text":"So part of it was hard work. 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You no longer know why.","startTime":3524.16,"endTime":3528.72,"durationSeconds":5,"level":"B1","overallScore":8.2,"rationale":"번아웃 본질을 압축적으로 제시함."},{"segmentIndex":13,"text":"It's a the way to be effective is to be better at ruthlessly looking at what's going to return money. Where are the priorities?","startTime":3662.96,"endTime":3670,"durationSeconds":7,"level":"C1","overallScore":8.6,"rationale":"효율의 기준을 명확히 제시함."},{"segmentIndex":23,"text":"And he had this insight where he said, you know, that's an interesting question, but I prefer to try and think about what's not going to be different >> because if I know something is this going to be the same next year and the same 5 years from now, I can build a business on that without worrying about the sand shifting. 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I'm not going to let somebody pull me in to waste work makes a huge difference.","startTime":3812.64,"endTime":3821.839,"durationSeconds":9,"level":"C1","overallScore":8.6,"rationale":"업무 감사와 차단의 교훈이 강함."}],"generatedAt":"2026-06-25T00:37:54.305Z","keyClipsTotalSec":2044},{"videoId":"8JQUjpBf3Ig","chunkIndex":2,"totalChunks":10,"title":"Ex-Amazon VP: Lessons from Working with Jeff Bezos that Changed My Life | Ethan Evans — Part 3 of 10","thumbnail":"https://i.ytimg.com/vi/8JQUjpBf3Ig/maxresdefault.jpg","duration":5650,"uploader":"BigDeal by Codie Sanchez ","youtubeUrl":"https://www.youtube.com/watch?v=8JQUjpBf3Ig","keywords":["leadership","management","career-growth","negotiation","compensation","corporate-culture","visibility","business"],"normalizedKeywords":["리더십·매니지먼트","커리어·성장","비즈니스·전략"],"targetAudience":[{"who":"직장인","why":"연봉 협상과 승진을 더 유리하게 만드는 말하기 방식이 구체적이다"},{"who":"팀 리더","why":"성과를 보이게 만들고 인재를 놓치지 않는 관리 관점이 유용하다"},{"who":"예비 창업자","why":"대기업 보상 구조와 소유자 관점을 비교하며 사고를 넓힐 수 있다"}],"normalizedAudience":["지식노동자 일반","창업자·스타트업"],"summary":"이 구간은 회사에서 더 많은 보상과 기회를 얻는 핵심이 '일을 열심히 하는 것'이 아니라 '가치를 보이게 만들고, 그 가치에 맞게 요구하는 것'이라고 강조한다. 성과를 낸 뒤에 승진·연봉 인상을 요청하고, 회사가 받는 이익을 먼저 제시하는 방식이 훨씬 효과적이라는 조언이 중심이다.\n\n또한 대기업에서는 보상 체계가 불투명하고 편차가 크기 때문에, 많은 사람이 실제로 가능한 범위를 모르고 떠난다고 말한다. 관리자는 모든 사람을 다 보지 못하므로, 주간 상태 보고서처럼 작은 장치만으로도 자신의 일을 눈에 띄게 만들 수 있으며, '조용히 열심히 하면 알아주겠지'라는 기대는 전략이 아니라고 정리한다.","insights":["성과 뒤에 요청해야 협상이 쉬워진다.","가치 제안은 '나'가 아니라 '회사 이득'부터 시작해야 한다.","연봉은 정해진 상수가 아니라 협상 가능한 변수다.","조용히 일만 하면 실적이 아니라 존재감이 사라진다.","짧은 주간 업데이트만으로도 평가에서 앞서갈 수 있다."],"keyClips":[{"clipId":"8JQUjpBf3Ig:c2:9-19","startSegmentIndex":9,"endSegmentIndex":19,"startTime":1273.2,"endTime":1345.2,"durationSeconds":72,"preview":"성과 뒤에 요구하라","mustSee":false},{"clipId":"8JQUjpBf3Ig:c2:21-31","startSegmentIndex":21,"endSegmentIndex":31,"startTime":1351.28,"endTime":1424.4,"durationSeconds":73.1,"preview":"회사 보상은 넓다","mustSee":false},{"clipId":"8JQUjpBf3Ig:c2:56-62","startSegmentIndex":56,"endSegmentIndex":62,"startTime":1596.159,"endTime":1637.52,"durationSeconds":41.4,"preview":"거의 안 하면 못 받는다","mustSee":false},{"clipId":"8JQUjpBf3Ig:c2:65-84","startSegmentIndex":65,"endSegmentIndex":84,"startTime":1650.08,"endTime":1807.2,"durationSeconds":157.1,"preview":"보이는 사람이 이긴다","mustSee":true}],"curatedSegments":[{"segmentIndex":79,"text":"So the magic loop got its name from the idea it works so well it can be magical and uh it began I sort of discovered this in my very first job I got a new boss and she was nice but didn't understand our technology I was a young engineer and I said look I could teach you about and I didn't have any plan I just oh well if you don't know I'll teach you well that started a relationship where she saw me as helpful and being on her side and she took me under her wing and over the next two years promoted me twice and kind of kickstarted my career.","startTime":515.76,"endTime":552.24,"durationSeconds":36,"level":"C1","overallScore":9.8,"rationale":"생생한 일화와 커리어 교훈이 풍부."},{"segmentIndex":64,"text":"Two is greater than zero. and he said,\"I'd rather pay to get two of something because I find when I force people to collaborate too soon, they gridlock and argue about priorities and what I actually get is nothing.\"","startTime":3473.839,"endTime":3486.559,"durationSeconds":13,"level":"C1","overallScore":9.8,"rationale":"협업 강제의 역효과를 날카롭게 설명."},{"segmentIndex":50,"text":"I think the biggest thing I take away is a little bit complicated, but he often said we need to be strategically patient but tactically impatient.","startTime":3902.319,"endTime":3912.64,"durationSeconds":10,"level":"C1","overallScore":9.8,"rationale":"핵심 리더십 원칙이 매우 응축됨."},{"segmentIndex":51,"text":"So I actually teach people anytime they start thinking about what someone else should do, they should step back and say,\"Okay, how am I going to make sure that happens or what can I do if they don't?\"","startTime":350.639,"endTime":358.88,"durationSeconds":8,"level":"C1","overallScore":9,"rationale":"주도권 회복법을 아주 실용적으로 제시."},{"segmentIndex":72,"text":"So, if you can figure out as opposed to all the work that I could spend time on, what's going to drive up our results that matter, that can mean of course driving down costs.","startTime":1020,"endTime":1032.16,"durationSeconds":12,"level":"C1","overallScore":9,"rationale":"성과를 내는 일 선별 원칙이 뚜렷함."},{"segmentIndex":93,"text":"because that puts it personalizes it. Instead, I would say, you know, my career is naturally very important to me and I would like to know how important it is to contrarian thinking and why I need to know that is unfortunately if it's not as important to contrarian thinking as it is to me, then I need to take that in consideration.","startTime":1176.72,"endTime":1197.039,"durationSeconds":20,"level":"C1","overallScore":9,"rationale":"비대립적 승진 요청 화법이 매우 실전적임."},{"segmentIndex":37,"text":"One thing Ethan keeps coming back to is this. Doing the work is not the same as owning the outcome.","startTime":1471.44,"endTime":1475.919,"durationSeconds":4,"level":"B2","overallScore":8.6,"rationale":"핵심 메시지를 압축한 통찰 문장."},{"segmentIndex":41,"text":"It's not my job. I don't. And what we want, of course, as founders or leaders in a company is people who see, okay, I might not be the right person to do this work, but since nobody's doing it, I'm going to jump on it either and do my best job or find who should own it.","startTime":2104.8,"endTime":2122.24,"durationSeconds":17,"level":"B2","overallScore":8.8,"rationale":"주도성 있는 인재상을 선명히 제시함."},{"segmentIndex":72,"text":"What are you going to do? What's the problem? 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The second thing though is Amazon was really great on pushing authority to do things down and giving autonomy to small teams.","startTime":3372.24,"endTime":3383.599,"durationSeconds":11,"level":"B2","overallScore":8.8,"rationale":"성과 문화의 핵심 설계 원리를 제시함."},{"segmentIndex":57,"text":"They had this idea called a two pizza team and the idea was no team should be bigger that can be fed by two pizzas and that team should know what it's all about and be able to go do it itself.","startTime":3383.599,"endTime":3395.76,"durationSeconds":12,"level":"B2","overallScore":8.8,"rationale":"작은 팀 자율성 원칙이 구체적이다."},{"segmentIndex":58,"text":"So what they tried to the way to understand Amazon is not oh a million employees but rather a h 100,000 of these little teams and so it was in many ways a collection of startups like my first team that built this version of Prime Video that failed at the demo uh was only seven people when it began.","startTime":3395.76,"endTime":3419.04,"durationSeconds":23,"level":"C1","overallScore":9,"rationale":"대기업을 스타트업 묶음으로 보는 관점."},{"segmentIndex":60,"text":"Now that same team today the whole team globally would be several thousand but it's still going to be divided into these little pieces working on each individual part of the larger system now and that's what made Amazon strong is uh you had these little teams Jeff in fact got a lot of push back on this that's worth sharing we brought in a VP from Microsoft big platform company and that guy had an argument with Jeff who said,\"So many of these teams are repeating work.","startTime":3423.839,"endTime":3458.799,"durationSeconds":35,"level":"C1","overallScore":8.8,"rationale":"확장 후에도 소팀 구조 유지 통찰이 큼."},{"segmentIndex":72,"text":"It's more about losing your vision. You no longer know why.","startTime":3524.16,"endTime":3528.72,"durationSeconds":5,"level":"B1","overallScore":8.2,"rationale":"번아웃 본질을 압축적으로 제시함."},{"segmentIndex":13,"text":"It's a the way to be effective is to be better at ruthlessly looking at what's going to return money. Where are the priorities?","startTime":3662.96,"endTime":3670,"durationSeconds":7,"level":"C1","overallScore":8.6,"rationale":"효율의 기준을 명확히 제시함."},{"segmentIndex":23,"text":"And he had this insight where he said, you know, that's an interesting question, but I prefer to try and think about what's not going to be different >> because if I know something is this going to be the same next year and the same 5 years from now, I can build a business on that without worrying about the sand shifting. 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And what we want, of course, as founders or leaders in a company is people who see, okay, I might not be the right person to do this work, but since nobody's doing it, I'm going to jump on it either and do my best job or find who should own it.","startTime":2104.8,"endTime":2122.24,"durationSeconds":17,"level":"B2","overallScore":8.8,"rationale":"주도성 있는 인재상을 선명히 제시함."},{"segmentIndex":72,"text":"What are you going to do? What's the problem? 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The second thing though is Amazon was really great on pushing authority to do things down and giving autonomy to small teams.","startTime":3372.24,"endTime":3383.599,"durationSeconds":11,"level":"B2","overallScore":8.8,"rationale":"성과 문화의 핵심 설계 원리를 제시함."},{"segmentIndex":57,"text":"They had this idea called a two pizza team and the idea was no team should be bigger that can be fed by two pizzas and that team should know what it's all about and be able to go do it itself.","startTime":3383.599,"endTime":3395.76,"durationSeconds":12,"level":"B2","overallScore":8.8,"rationale":"작은 팀 자율성 원칙이 구체적이다."},{"segmentIndex":58,"text":"So what they tried to the way to understand Amazon is not oh a million employees but rather a h 100,000 of these little teams and so it was in many ways a collection of startups like my first team that built this version of Prime Video that failed at the demo uh was only seven people when it began.","startTime":3395.76,"endTime":3419.04,"durationSeconds":23,"level":"C1","overallScore":9,"rationale":"대기업을 스타트업 묶음으로 보는 관점."},{"segmentIndex":60,"text":"Now that same team today the whole team globally would be several thousand but it's still going to be divided into these little pieces working on each individual part of the larger system now and that's what made Amazon strong is uh you had these little teams Jeff in fact got a lot of push back on this that's worth sharing we brought in a VP from Microsoft big platform company and that guy had an argument with Jeff who said,\"So many of these teams are repeating work.","startTime":3423.839,"endTime":3458.799,"durationSeconds":35,"level":"C1","overallScore":8.8,"rationale":"확장 후에도 소팀 구조 유지 통찰이 큼."},{"segmentIndex":72,"text":"It's more about losing your vision. You no longer know why.","startTime":3524.16,"endTime":3528.72,"durationSeconds":5,"level":"B1","overallScore":8.2,"rationale":"번아웃 본질을 압축적으로 제시함."},{"segmentIndex":13,"text":"It's a the way to be effective is to be better at ruthlessly looking at what's going to return money. Where are the priorities?","startTime":3662.96,"endTime":3670,"durationSeconds":7,"level":"C1","overallScore":8.6,"rationale":"효율의 기준을 명확히 제시함."},{"segmentIndex":23,"text":"And he had this insight where he said, you know, that's an interesting question, but I prefer to try and think about what's not going to be different >> because if I know something is this going to be the same next year and the same 5 years from now, I can build a business on that without worrying about the sand shifting. And so, um, my husband, he prefers to talk to his little AI.","startTime":3731.76,"endTime":3735.92,"durationSeconds":4,"level":"C1","overallScore":8.8,"rationale":"불변 요소에 집중하는 관점이 깊다."},{"segmentIndex":41,"text":"That auditing your past of how much should I waste and being relentless of I'm not going to let that happen again. I'm not going to let somebody pull me in to waste work makes a huge difference.","startTime":3812.64,"endTime":3821.839,"durationSeconds":9,"level":"C1","overallScore":8.6,"rationale":"업무 감사와 차단의 교훈이 강함."}],"generatedAt":"2026-06-25T00:39:15.839Z","keyClipsTotalSec":2044},{"videoId":"8JQUjpBf3Ig","chunkIndex":5,"totalChunks":10,"title":"Ex-Amazon VP: Lessons from Working with Jeff Bezos that Changed My Life | Ethan Evans — Part 6 of 10","thumbnail":"https://i.ytimg.com/vi/8JQUjpBf3Ig/maxresdefault.jpg","duration":5650,"uploader":"BigDeal by Codie Sanchez ","youtubeUrl":"https://www.youtube.com/watch?v=8JQUjpBf3Ig","keywords":["leadership","corporate-culture","trust","feedback","amazon","management","career-growth","work-culture","burnout","business"],"normalizedKeywords":["리더십·매니지먼트","비즈니스·전략","커리어·성장"],"targetAudience":[{"who":"관리자","why":"팀 문화와 피드백, 신뢰를 어떻게 다뤄야 하는지 배울 수 있음"},{"who":"직장인","why":"조직에서 신뢰를 잃는 행동과 번아웃의 원인을 이해하는 데 도움됨"},{"who":"예비 리더","why":"리더가 직접 문화와 행동 기준을 보여줘야 한다는 점을 확인할 수 있음"}],"normalizedAudience":["지식노동자 일반","학생·주니어"],"summary":"이 영상은 아마존에서 일하며 체감한 조직 문화와 리더십 원칙을 중심으로, 제프 베조스가 실제로 어떤 방식으로 반대 의견과 토론을 장려했는지 설명한다. 리더가 진짜로 원하는 행동은 말이 아니라 현장에서의 일관된 행동으로 증명되어야 하며, 그래야 사람들이 정치적 눈치 보기보다 솔직하게 말하게 된다는 메시지가 강하다.\n\n또한 배신, 거짓말, gossip처럼 신뢰를 무너뜨리는 행동은 성과 문제보다 더 치명적이며, 피드백은 사건과 가까울수록 효과적이라고 강조한다. 아마존의 높은 성과는 강한 노동 강도만이 아니라 작은 팀의 자율성과 명확한 미션, 그리고 'two pizza team' 같은 분권 구조에서 나왔다는 점도 핵심이다. 마지막으로 번아웃은 단순히 많이 일해서가 아니라 방향과 통제감을 잃을 때 커지며, 개인도 경계를 세워야 하지만 대기업은 기본적으로 더 많은 노동을 끌어내는 기계처럼 움직인다고 말한다.","insights":["리더십은 말이 아니라 반복된 행동으로 증명된다.","신뢰를 깨는 배신은 성과 저하보다 회복이 어렵다.","피드백은 사건에 가까울수록 학습 효과가 크다.","강한 성과는 중앙집중보다 작은 팀 자율성에서 나온다.","번아웃의 핵심 원인은 과로보다 방향 상실이다."],"keyClips":[{"clipId":"8JQUjpBf3Ig:c5:1-12","startSegmentIndex":1,"endSegmentIndex":12,"startTime":3001.27,"endTime":3087.92,"durationSeconds":86.7,"preview":"진짜 리더의 태도","mustSee":false},{"clipId":"8JQUjpBf3Ig:c5:13-24","startSegmentIndex":13,"endSegmentIndex":24,"startTime":3087.92,"endTime":3168.24,"durationSeconds":80.3,"preview":"신뢰를 깨는 행동","mustSee":false},{"clipId":"8JQUjpBf3Ig:c5:25-49","startSegmentIndex":25,"endSegmentIndex":49,"startTime":3168.24,"endTime":3325.92,"durationSeconds":157.7,"preview":"가십 금지와 피드백","mustSee":true},{"clipId":"8JQUjpBf3Ig:c5:50-67","startSegmentIndex":50,"endSegmentIndex":67,"startTime":3325.92,"endTime":3505.2,"durationSeconds":179.3,"preview":"아마존 성과의 비결","mustSee":true},{"clipId":"8JQUjpBf3Ig:c5:68-85","startSegmentIndex":68,"endSegmentIndex":85,"startTime":3505.2,"endTime":3608.16,"durationSeconds":103,"preview":"번아웃을 줄이는 법","mustSee":true}],"curatedSegments":[{"segmentIndex":79,"text":"So the magic loop got its name from the idea it works so well it can be magical and uh it began I sort of discovered this in my very first job I got a new boss and she was nice but didn't understand our technology I was a young engineer and I said look I could teach you about and I didn't have any plan I just oh well if you don't know I'll teach you well that started a relationship where she saw me as helpful and being on her side and she took me under her wing and over the next two years promoted me twice and kind of kickstarted my career.","startTime":515.76,"endTime":552.24,"durationSeconds":36,"level":"C1","overallScore":9.8,"rationale":"생생한 일화와 커리어 교훈이 풍부."},{"segmentIndex":64,"text":"Two is greater than zero. and he said,\"I'd rather pay to get two of something because I find when I force people to collaborate too soon, they gridlock and argue about priorities and what I actually get is nothing.\"","startTime":3473.839,"endTime":3486.559,"durationSeconds":13,"level":"C1","overallScore":9.8,"rationale":"협업 강제의 역효과를 날카롭게 설명."},{"segmentIndex":50,"text":"I think the biggest thing I take away is a little bit complicated, but he often said we need to be strategically patient but tactically impatient.","startTime":3902.319,"endTime":3912.64,"durationSeconds":10,"level":"C1","overallScore":9.8,"rationale":"핵심 리더십 원칙이 매우 응축됨."},{"segmentIndex":51,"text":"So I actually teach people anytime they start thinking about what someone else should do, they should step back and say,\"Okay, how am I going to make sure that happens or what can I do if they don't?\"","startTime":350.639,"endTime":358.88,"durationSeconds":8,"level":"C1","overallScore":9,"rationale":"주도권 회복법을 아주 실용적으로 제시."},{"segmentIndex":72,"text":"So, if you can figure out as opposed to all the work that I could spend time on, what's going to drive up our results that matter, that can mean of course driving down costs.","startTime":1020,"endTime":1032.16,"durationSeconds":12,"level":"C1","overallScore":9,"rationale":"성과를 내는 일 선별 원칙이 뚜렷함."},{"segmentIndex":93,"text":"because that puts it personalizes it. Instead, I would say, you know, my career is naturally very important to me and I would like to know how important it is to contrarian thinking and why I need to know that is unfortunately if it's not as important to contrarian thinking as it is to me, then I need to take that in consideration.","startTime":1176.72,"endTime":1197.039,"durationSeconds":20,"level":"C1","overallScore":9,"rationale":"비대립적 승진 요청 화법이 매우 실전적임."},{"segmentIndex":37,"text":"One thing Ethan keeps coming back to is this. Doing the work is not the same as owning the outcome.","startTime":1471.44,"endTime":1475.919,"durationSeconds":4,"level":"B2","overallScore":8.6,"rationale":"핵심 메시지를 압축한 통찰 문장."},{"segmentIndex":41,"text":"It's not my job. I don't. And what we want, of course, as founders or leaders in a company is people who see, okay, I might not be the right person to do this work, but since nobody's doing it, I'm going to jump on it either and do my best job or find who should own it.","startTime":2104.8,"endTime":2122.24,"durationSeconds":17,"level":"B2","overallScore":8.8,"rationale":"주도성 있는 인재상을 선명히 제시함."},{"segmentIndex":72,"text":"What are you going to do? What's the problem? 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The second thing though is Amazon was really great on pushing authority to do things down and giving autonomy to small teams.","startTime":3372.24,"endTime":3383.599,"durationSeconds":11,"level":"B2","overallScore":8.8,"rationale":"성과 문화의 핵심 설계 원리를 제시함."},{"segmentIndex":57,"text":"They had this idea called a two pizza team and the idea was no team should be bigger that can be fed by two pizzas and that team should know what it's all about and be able to go do it itself.","startTime":3383.599,"endTime":3395.76,"durationSeconds":12,"level":"B2","overallScore":8.8,"rationale":"작은 팀 자율성 원칙이 구체적이다."},{"segmentIndex":58,"text":"So what they tried to the way to understand Amazon is not oh a million employees but rather a h 100,000 of these little teams and so it was in many ways a collection of startups like my first team that built this version of Prime Video that failed at the demo uh was only seven people when it began.","startTime":3395.76,"endTime":3419.04,"durationSeconds":23,"level":"C1","overallScore":9,"rationale":"대기업을 스타트업 묶음으로 보는 관점."},{"segmentIndex":60,"text":"Now that same team today the whole team globally would be several thousand but it's still going to be divided into these little pieces working on each individual part of the larger system now and that's what made Amazon strong is uh you had these little teams Jeff in fact got a lot of push back on this that's worth sharing we brought in a VP from Microsoft big platform company and that guy had an argument with Jeff who said,\"So many of these teams are repeating work.","startTime":3423.839,"endTime":3458.799,"durationSeconds":35,"level":"C1","overallScore":8.8,"rationale":"확장 후에도 소팀 구조 유지 통찰이 큼."},{"segmentIndex":72,"text":"It's more about losing your vision. 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The second thing though is Amazon was really great on pushing authority to do things down and giving autonomy to small teams.","startTime":3372.24,"endTime":3383.599,"durationSeconds":11,"level":"B2","overallScore":8.8,"rationale":"성과 문화의 핵심 설계 원리를 제시함."},{"segmentIndex":57,"text":"They had this idea called a two pizza team and the idea was no team should be bigger that can be fed by two pizzas and that team should know what it's all about and be able to go do it itself.","startTime":3383.599,"endTime":3395.76,"durationSeconds":12,"level":"B2","overallScore":8.8,"rationale":"작은 팀 자율성 원칙이 구체적이다."},{"segmentIndex":58,"text":"So what they tried to the way to understand Amazon is not oh a million employees but rather a h 100,000 of these little teams and so it was in many ways a collection of startups like my first team that built this version of Prime Video that failed at the demo uh was only seven people when it began.","startTime":3395.76,"endTime":3419.04,"durationSeconds":23,"level":"C1","overallScore":9,"rationale":"대기업을 스타트업 묶음으로 보는 관점."},{"segmentIndex":60,"text":"Now that same team today the whole team globally would be several thousand but it's still going to be divided into these little pieces working on each individual part of the larger system now and that's what made Amazon strong is uh you had these little teams Jeff in fact got a lot of push back on this that's worth sharing we brought in a VP from Microsoft big platform company and that guy had an argument with Jeff who said,\"So many of these teams are repeating work.","startTime":3423.839,"endTime":3458.799,"durationSeconds":35,"level":"C1","overallScore":8.8,"rationale":"확장 후에도 소팀 구조 유지 통찰이 큼."},{"segmentIndex":72,"text":"It's more about losing your vision. You no longer know why.","startTime":3524.16,"endTime":3528.72,"durationSeconds":5,"level":"B1","overallScore":8.2,"rationale":"번아웃 본질을 압축적으로 제시함."},{"segmentIndex":13,"text":"It's a the way to be effective is to be better at ruthlessly looking at what's going to return money. Where are the priorities?","startTime":3662.96,"endTime":3670,"durationSeconds":7,"level":"C1","overallScore":8.6,"rationale":"효율의 기준을 명확히 제시함."},{"segmentIndex":23,"text":"And he had this insight where he said, you know, that's an interesting question, but I prefer to try and think about what's not going to be different >> because if I know something is this going to be the same next year and the same 5 years from now, I can build a business on that without worrying about the sand shifting. 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You no longer know why.","startTime":3524.16,"endTime":3528.72,"durationSeconds":5,"level":"B1","overallScore":8.2,"rationale":"번아웃 본질을 압축적으로 제시함."},{"segmentIndex":13,"text":"It's a the way to be effective is to be better at ruthlessly looking at what's going to return money. Where are the priorities?","startTime":3662.96,"endTime":3670,"durationSeconds":7,"level":"C1","overallScore":8.6,"rationale":"효율의 기준을 명확히 제시함."},{"segmentIndex":23,"text":"And he had this insight where he said, you know, that's an interesting question, but I prefer to try and think about what's not going to be different >> because if I know something is this going to be the same next year and the same 5 years from now, I can build a business on that without worrying about the sand shifting. 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I'm not going to let somebody pull me in to waste work makes a huge difference.","startTime":3812.64,"endTime":3821.839,"durationSeconds":9,"level":"C1","overallScore":8.6,"rationale":"업무 감사와 차단의 교훈이 강함."}],"generatedAt":"2026-06-25T00:40:06.583Z","keyClipsTotalSec":2044},{"videoId":"8JQUjpBf3Ig","chunkIndex":8,"totalChunks":10,"title":"Ex-Amazon VP: Lessons from Working with Jeff Bezos that Changed My Life | Ethan Evans — Part 9 of 10","thumbnail":"https://i.ytimg.com/vi/8JQUjpBf3Ig/maxresdefault.jpg","duration":5650,"uploader":"BigDeal by Codie Sanchez ","youtubeUrl":"https://www.youtube.com/watch?v=8JQUjpBf3Ig","keywords":["leadership","hiring","interviewing","amazon","management","career","business","entrepreneurship","long-term-thinking"],"normalizedKeywords":["리더십·매니지먼트","커리어·성장","비즈니스·전략"],"targetAudience":[{"who":"채용 담당자","why":"A 플레이어를 찾는 인터뷰와 레퍼런스 검증법을 배울 수 있음"},{"who":"리더·매니저","why":"좋은 인재를 끌어들이는 미션 설계와 채용 관점을 얻을 수 있음"},{"who":"직장인","why":"이직·평판·책임감 같은 커리어 판단 기준을 점검할 수 있음"}],"normalizedAudience":["지식노동자 일반","창업자·스타트업"],"summary":"이 영상은 전직 아마존 VP Ethan Evans가 Jeff Bezos와 Amazon에서 배운 교훈을 바탕으로, 왜 사람들은 돈만이 아니라 ‘의미 있는 미션’에 끌리는지 설명한다. 특히 SpaceX/Elon Musk 사례를 통해 A급 인재를 끄는 힘은 연봉보다도 세계를 바꾸는 일이라는 감각에 가깝다고 말한다.\n\n또한 A 플레이어를 구별하는 방법으로는 인터뷰 한 번보다 그 사람의 과거 성과, 예기치 않은 레퍼런스, 그리고 이전 회사에 대한 태도를 더 중요하게 본다고 강조한다. 아마존의 bar raiser 같은 제도와, 나쁜 신호를 놓치지 않기 위한 집요한 검증 과정도 함께 드러난다.","insights":["A급 인재는 돈보다 미션의 크기에 더 크게 반응한다.","좋은 채용은 인터뷰보다 검증 이후의 확인이 좌우한다.","과거 행동은 미래 행동을 가장 잘 예측하는 신호다.","이전 회사를 험담하는 사람은 우리 회사도 험담할 가능성이 높다.","리더는 사람을 뽑을 때도, 내보낼 때도 책임을 감당해야 한다."],"keyClips":[{"clipId":"8JQUjpBf3Ig:c8:13-17","startSegmentIndex":13,"endSegmentIndex":17,"startTime":4891.92,"endTime":4926.4,"durationSeconds":34.5,"preview":"인재를 끄는 미션","mustSee":false},{"clipId":"8JQUjpBf3Ig:c8:18-31","startSegmentIndex":18,"endSegmentIndex":31,"startTime":4926.4,"endTime":5008.08,"durationSeconds":81.7,"preview":"SpaceX가 준 질문","mustSee":true},{"clipId":"8JQUjpBf3Ig:c8:45-56","startSegmentIndex":45,"endSegmentIndex":56,"startTime":5085.84,"endTime":5184.4,"durationSeconds":98.6,"preview":"A플레이어 판별법","mustSee":false},{"clipId":"8JQUjpBf3Ig:c8:57-69","startSegmentIndex":57,"endSegmentIndex":69,"startTime":5184.4,"endTime":5331.44,"durationSeconds":147,"preview":"채용은 검증 게임","mustSee":true},{"clipId":"8JQUjpBf3Ig:c8:70-80","startSegmentIndex":70,"endSegmentIndex":80,"startTime":5331.44,"endTime":5407.36,"durationSeconds":75.9,"preview":"평판과 책임감","mustSee":false}],"curatedSegments":[{"segmentIndex":79,"text":"So the magic loop got its name from the idea it works so well it can be magical and uh it began I sort of discovered this in my very first job I got a new boss and she was nice but didn't understand our technology I was a young engineer and I said look I could teach you about and I didn't have any plan I just oh well if you don't know I'll teach you well that started a relationship where she saw me as helpful and being on her side and she took me under her wing and over the next two years promoted me twice and kind of kickstarted my career.","startTime":515.76,"endTime":552.24,"durationSeconds":36,"level":"C1","overallScore":9.8,"rationale":"생생한 일화와 커리어 교훈이 풍부."},{"segmentIndex":64,"text":"Two is greater than zero. and he said,\"I'd rather pay to get two of something because I find when I force people to collaborate too soon, they gridlock and argue about priorities and what I actually get is nothing.\"","startTime":3473.839,"endTime":3486.559,"durationSeconds":13,"level":"C1","overallScore":9.8,"rationale":"협업 강제의 역효과를 날카롭게 설명."},{"segmentIndex":50,"text":"I think the biggest thing I take away is a little bit complicated, but he often said we need to be strategically patient but tactically impatient.","startTime":3902.319,"endTime":3912.64,"durationSeconds":10,"level":"C1","overallScore":9.8,"rationale":"핵심 리더십 원칙이 매우 응축됨."},{"segmentIndex":51,"text":"So I actually teach people anytime they start thinking about what someone else should do, they should step back and say,\"Okay, how am I going to make sure that happens or what can I do if they don't?\"","startTime":350.639,"endTime":358.88,"durationSeconds":8,"level":"C1","overallScore":9,"rationale":"주도권 회복법을 아주 실용적으로 제시."},{"segmentIndex":72,"text":"So, if you can figure out as opposed to all the work that I could spend time on, what's going to drive up our results that matter, that can mean of course driving down costs.","startTime":1020,"endTime":1032.16,"durationSeconds":12,"level":"C1","overallScore":9,"rationale":"성과를 내는 일 선별 원칙이 뚜렷함."},{"segmentIndex":93,"text":"because that puts it personalizes it. Instead, I would say, you know, my career is naturally very important to me and I would like to know how important it is to contrarian thinking and why I need to know that is unfortunately if it's not as important to contrarian thinking as it is to me, then I need to take that in consideration.","startTime":1176.72,"endTime":1197.039,"durationSeconds":20,"level":"C1","overallScore":9,"rationale":"비대립적 승진 요청 화법이 매우 실전적임."},{"segmentIndex":37,"text":"One thing Ethan keeps coming back to is this. Doing the work is not the same as owning the outcome.","startTime":1471.44,"endTime":1475.919,"durationSeconds":4,"level":"B2","overallScore":8.6,"rationale":"핵심 메시지를 압축한 통찰 문장."},{"segmentIndex":41,"text":"It's not my job. I don't. And what we want, of course, as founders or leaders in a company is people who see, okay, I might not be the right person to do this work, but since nobody's doing it, I'm going to jump on it either and do my best job or find who should own it.","startTime":2104.8,"endTime":2122.24,"durationSeconds":17,"level":"B2","overallScore":8.8,"rationale":"주도성 있는 인재상을 선명히 제시함."},{"segmentIndex":72,"text":"What are you going to do? What's the problem? 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The second thing though is Amazon was really great on pushing authority to do things down and giving autonomy to small teams.","startTime":3372.24,"endTime":3383.599,"durationSeconds":11,"level":"B2","overallScore":8.8,"rationale":"성과 문화의 핵심 설계 원리를 제시함."},{"segmentIndex":57,"text":"They had this idea called a two pizza team and the idea was no team should be bigger that can be fed by two pizzas and that team should know what it's all about and be able to go do it itself.","startTime":3383.599,"endTime":3395.76,"durationSeconds":12,"level":"B2","overallScore":8.8,"rationale":"작은 팀 자율성 원칙이 구체적이다."},{"segmentIndex":58,"text":"So what they tried to the way to understand Amazon is not oh a million employees but rather a h 100,000 of these little teams and so it was in many ways a collection of startups like my first team that built this version of Prime Video that failed at the demo uh was only seven people when it began.","startTime":3395.76,"endTime":3419.04,"durationSeconds":23,"level":"C1","overallScore":9,"rationale":"대기업을 스타트업 묶음으로 보는 관점."},{"segmentIndex":60,"text":"Now that same team today the whole team globally would be several thousand but it's still going to be divided into these little pieces working on each individual part of the larger system now and that's what made Amazon strong is uh you had these little teams Jeff in fact got a lot of push back on this that's worth sharing we brought in a VP from Microsoft big platform company and that guy had an argument with Jeff who said,\"So many of these teams are repeating work.","startTime":3423.839,"endTime":3458.799,"durationSeconds":35,"level":"C1","overallScore":8.8,"rationale":"확장 후에도 소팀 구조 유지 통찰이 큼."},{"segmentIndex":72,"text":"It's more about losing your vision. 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Goldman과 Vanguard의 차이를 예로 들며, 빠른 성과와 강한 경쟁이 맞는 사람도 있고, 느리지만 안정적인 성장이 맞는 사람도 있음을 강조한다. 중요한 것은 조직을 악마화하는 것이 아니라, 그 회사가 실제로 어떤 문화를 갖고 있는지 정확히 이해하는 일이다.\n\n또한 채용과 경력 선택에서는 투명성이 핵심이라고 말한다. 좋은 점만 말해 사람을 끌어들이기보다, 힘든 점까지 솔직히 공개해야 입사 후 실망과 이직 비용을 줄일 수 있고, 지원자도 그 조건을 받아들였다는 책임감을 갖게 되어 더 잘 적응한다. 마지막으로 커리어 성장은 결국 내가 원하는 방향을 명확히 하고, 매니저와 그 목표를 거래처럼 정렬하는 데서 시작된다고 정리한다.","insights":["회사 평가는 옳고 그름보다 '나와 맞는가'가 우선이다.","투명한 채용은 이직 실패와 조직 손실을 함께 줄인다.","입사 전 어려움을 알면, 입사 후 불만이 책임 전가로 바뀌지 않는다.","커리어 성장은 목표를 분명히 하고 상사와 협상해야 빨라진다.","문화 비판보다 문화 이해가 더 성숙한 직장인의 태도다."],"keyClips":[{"clipId":"8JQUjpBf3Ig:c9:1-16","startSegmentIndex":1,"endSegmentIndex":16,"startTime":5400.95,"endTime":5509.92,"durationSeconds":109,"preview":"문화 적합성의 기준","mustSee":true},{"clipId":"8JQUjpBf3Ig:c9:17-23","startSegmentIndex":17,"endSegmentIndex":23,"startTime":5509.92,"endTime":5549.679,"durationSeconds":39.8,"preview":"채용은 솔직함이다","mustSee":false},{"clipId":"8JQUjpBf3Ig:c9:24-29","startSegmentIndex":24,"endSegmentIndex":29,"startTime":5549.679,"endTime":5588.08,"durationSeconds":38.4,"preview":"상사와 커리어 협상","mustSee":true}],"curatedSegments":[{"segmentIndex":79,"text":"So the magic loop got its name from the idea it works so well it can be magical and uh it began I sort of discovered this in my very first job I got a new boss and she was nice but didn't understand our technology I was a young engineer and I said look I could teach you about and I didn't have any plan I just oh well if you don't know I'll teach you well that started a relationship where she saw me as helpful and being on her side and she took me under her wing and over the next two years promoted me twice and kind of kickstarted my career.","startTime":515.76,"endTime":552.24,"durationSeconds":36,"level":"C1","overallScore":9.8,"rationale":"생생한 일화와 커리어 교훈이 풍부."},{"segmentIndex":64,"text":"Two is greater than zero. and he said,\"I'd rather pay to get two of something because I find when I force people to collaborate too soon, they gridlock and argue about priorities and what I actually get is nothing.\"","startTime":3473.839,"endTime":3486.559,"durationSeconds":13,"level":"C1","overallScore":9.8,"rationale":"협업 강제의 역효과를 날카롭게 설명."},{"segmentIndex":50,"text":"I think the biggest thing I take away is a little bit complicated, but he often said we need to be strategically patient but tactically impatient.","startTime":3902.319,"endTime":3912.64,"durationSeconds":10,"level":"C1","overallScore":9.8,"rationale":"핵심 리더십 원칙이 매우 응축됨."},{"segmentIndex":51,"text":"So I actually teach people anytime they start thinking about what someone else should do, they should step back and say,\"Okay, how am I going to make sure that happens or what can I do if they don't?\"","startTime":350.639,"endTime":358.88,"durationSeconds":8,"level":"C1","overallScore":9,"rationale":"주도권 회복법을 아주 실용적으로 제시."},{"segmentIndex":72,"text":"So, if you can figure out as opposed to all the work that I could spend time on, what's going to drive up our results that matter, that can mean of course driving down costs.","startTime":1020,"endTime":1032.16,"durationSeconds":12,"level":"C1","overallScore":9,"rationale":"성과를 내는 일 선별 원칙이 뚜렷함."},{"segmentIndex":93,"text":"because that puts it personalizes it. Instead, I would say, you know, my career is naturally very important to me and I would like to know how important it is to contrarian thinking and why I need to know that is unfortunately if it's not as important to contrarian thinking as it is to me, then I need to take that in consideration.","startTime":1176.72,"endTime":1197.039,"durationSeconds":20,"level":"C1","overallScore":9,"rationale":"비대립적 승진 요청 화법이 매우 실전적임."},{"segmentIndex":37,"text":"One thing Ethan keeps coming back to is this. Doing the work is not the same as owning the outcome.","startTime":1471.44,"endTime":1475.919,"durationSeconds":4,"level":"B2","overallScore":8.6,"rationale":"핵심 메시지를 압축한 통찰 문장."},{"segmentIndex":41,"text":"It's not my job. I don't. And what we want, of course, as founders or leaders in a company is people who see, okay, I might not be the right person to do this work, but since nobody's doing it, I'm going to jump on it either and do my best job or find who should own it.","startTime":2104.8,"endTime":2122.24,"durationSeconds":17,"level":"B2","overallScore":8.8,"rationale":"주도성 있는 인재상을 선명히 제시함."},{"segmentIndex":72,"text":"What are you going to do? What's the problem? Why did that happen?\"What he actually said was,\"I just want you to know I'm not worried about this problem because clearly you are.\"","startTime":2318.56,"endTime":2328.64,"durationSeconds":10,"level":"B2","overallScore":8.6,"rationale":"리더십 통찰이 분명하고 표현도 유용함."},{"segmentIndex":21,"text":"and you know they were making a decision and definitely it was like a eyeopening breath when he's like well we were considering whether or not to fire you like [laughter] >> what do you think the right way is to give really difficult feedback to somebody so they actually listen to it >> well a couple things uh privacy is better if it's going to be that hard you like it's you're just going to lose trust from a lot of people if you have a we're considering firing you discussion in public everybody's be like what kind of jerk are So, it's got to be in private, but I think clarity.","startTime":2549.68,"endTime":2582.64,"durationSeconds":33,"level":"C1","overallScore":8.8,"rationale":"어려운 피드백 원칙을 구체적으로 제시."},{"segmentIndex":73,"text":"Bezos had this thing where he taught we don't want people to um to succumb to what he called social cohesion >> and he wanted people to be willing to debate and so he exemplified that and the big example was he would tolerate debate.","startTime":2974.16,"endTime":2994.079,"durationSeconds":20,"level":"C1","overallScore":8.8,"rationale":"조직문화 원칙과 사례가 매우 밀도 높음."},{"segmentIndex":49,"text":"Uh because the culture you exemplify is the culture you get for sure.","startTime":3321.119,"endTime":3325.92,"durationSeconds":5,"level":"B2","overallScore":8.8,"rationale":"문화 형성 원리를 강하게 요약한 문장."},{"segmentIndex":56,"text":"So part of it was hard work. The second thing though is Amazon was really great on pushing authority to do things down and giving autonomy to small teams.","startTime":3372.24,"endTime":3383.599,"durationSeconds":11,"level":"B2","overallScore":8.8,"rationale":"성과 문화의 핵심 설계 원리를 제시함."},{"segmentIndex":57,"text":"They had this idea called a two pizza team and the idea was no team should be bigger that can be fed by two pizzas and that team should know what it's all about and be able to go do it itself.","startTime":3383.599,"endTime":3395.76,"durationSeconds":12,"level":"B2","overallScore":8.8,"rationale":"작은 팀 자율성 원칙이 구체적이다."},{"segmentIndex":58,"text":"So what they tried to the way to understand Amazon is not oh a million employees but rather a h 100,000 of these little teams and so it was in many ways a collection of startups like my first team that built this version of Prime Video that failed at the demo uh was only seven people when it began.","startTime":3395.76,"endTime":3419.04,"durationSeconds":23,"level":"C1","overallScore":9,"rationale":"대기업을 스타트업 묶음으로 보는 관점."},{"segmentIndex":60,"text":"Now that same team today the whole team globally would be several thousand but it's still going to be divided into these little pieces working on each individual part of the larger system now and that's what made Amazon strong is uh you had these little teams Jeff in fact got a lot of push back on this that's worth sharing we brought in a VP from Microsoft big platform company and that guy had an argument with Jeff who said,\"So many of these teams are repeating work.","startTime":3423.839,"endTime":3458.799,"durationSeconds":35,"level":"C1","overallScore":8.8,"rationale":"확장 후에도 소팀 구조 유지 통찰이 큼."},{"segmentIndex":72,"text":"It's more about losing your vision. You no longer know why.","startTime":3524.16,"endTime":3528.72,"durationSeconds":5,"level":"B1","overallScore":8.2,"rationale":"번아웃 본질을 압축적으로 제시함."},{"segmentIndex":13,"text":"It's a the way to be effective is to be better at ruthlessly looking at what's going to return money. Where are the priorities?","startTime":3662.96,"endTime":3670,"durationSeconds":7,"level":"C1","overallScore":8.6,"rationale":"효율의 기준을 명확히 제시함."},{"segmentIndex":23,"text":"And he had this insight where he said, you know, that's an interesting question, but I prefer to try and think about what's not going to be different >> because if I know something is this going to be the same next year and the same 5 years from now, I can build a business on that without worrying about the sand shifting. 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