Adam Bryant conducts interviews of senior-level executives that appear in his “Corner Office” column each week in the SundayBusiness section of The New York Times. Here are a few insights provided during an interview of Andrew Filev, chief executive of Wrike, a provider of project management software. With regard to problem solving, “It’s about, ‘This is the best decision for the company, and here’s why.’ I needed to always have that explanation in my head, and I require that from everybody in the company, no matter how young or experienced they are.” To read the complete interview as well as Bryant’s interviews of other executives, and obtain subscription information, please click here.

Photo credit: Earl Wilson/The New York Times

* * *

Early influences for you?

I was insanely curious as a kid. I would pick up anything and everything and learn about it. I had very diverse interests. When I was 8 or 9, I kept my whole family entertained with my interest in alternative medicine. I was always reading textbooks through high school — physics, chemistry, psychology, business.

Tell me about your parents.

My parents are divorced, and I was raised by my mom. She’s amazing. She provided for the family with a full-time job and finished her college degree at the same time. That work ethic taught me a lot and gave me a “can do” attitude. I was never shy of work.

Another thing that influenced me was that she gave me both independence and support. When I was growing up in Russia, I picked my own magnet school, and I commuted for two hours a day on public transportation. As long as I brought home good grades, I was given the freedom and flexibility to manage my own day.

That had a big influence on my management style. If something’s working great, I tend to back off. And then if somebody needs help, I try to jump in and be as supportive as possible with either advice or hands-on help.

Were you involved in other things outside of class?

Our school was very intense. It was one of the best schools in Russia, and a very competitive environment; some of the students won world tournaments in physics and computer science and astronomy. I didn’t have that many distractions — the weather where I grew up was terrible — and I would often spend entire weekends reading. I learned to really focus. I have the capacity to put things aside and think hard about something, and that’s some of the most valuable time you have at work.

What were some early lessons for you about managing people?

When I started my first company in my 20s, I knew I couldn’t rely on my authority, and I had to earn respect in a very hands-on way. That influenced the culture in that company, and in my current one. I’m getting more gray hair now, but I’m still a big believer in a more meritocratic way of managing people.

So we check our egos at the door. It’s about, “This is the best decision for the company, and here’s why.” I needed to always have that explanation in my head, and I require that from everybody in the company, no matter how young or experienced they are. They should be able to explain and provide good reason for any decision they make. And if they don’t have that reason, they’d better go back to the drawing board.

Bigger lessons always go back to people, too. Hiring is one of the biggest parts of a C.E.O.’s job — and it’s true for every executive. In our company, I require all executives to take an active role in hiring. It’s not just about getting recruiters to bring you a choice of candidates, and you pick the best. I tell my team: “Your job is to build the best team. The recruiter is there to help and support you, but it’s your responsibility, and you own it.”

* * *

Adam Bryant, deputy national editor of The New York Times, oversees coverage of education issues, military affairs, law, and works with reporters in many of the Times’ domestic bureaus. He also conducts interviews with CEOs and other leaders for Corner Office, a weekly feature in the SundayBusiness section and on nytimes.com that he started in March 2009. In his book, The Corner Office: Indispensable and Unexpected Lessons from CEOs on How to Lead and Succeed, (Times Books), he analyzes the broader lessons that emerge from his interviews with more than 70 leaders. To read an excerpt, please click here.

His more recent book, Quick and Nimble: Lessons from Leading CEOs on How to Create a Culture of Innovation, was also also published by Times Books (January 2014). To contact him, please click here.

TAGs: Adam Bryant, SundayBusiness section, The New York Times, The Corner Office: Indispensable and Unexpected Lessons from CEOs on How to Lead and Succeed, Times Books, Quick and Nimble: Lessons from Leading CEOs on How to Create a Culture of Innovation, Times Books, Andrew Filev (chief executive of Wrike) in “The Corner Office”