Sam Bankman-Fried: evaluation

Transcript context

…You didn’t start as a manager at all, and you now manage what must be hundreds of people. What’s the nonobvious thing you’ve learned along the way that is important to you? A ton. I thought when I started that I was pretty good at managing. I think I would’ve given myself an A-minus to an A — probably, honestly speaking, an A, if I’m being honest here. That’s how I would have graded myself before I started up Alameda. In retrospect, I think a B-minus maybe was the appropriate grade for me. In particular, I think I was a pretty good manager when everything was going really well, conditional on there being no real problems. I was pretty good at making things happen, talking to people about what they were doing, motivation, things like that. As soon as sh-t hit the fan, I had no idea what the f-ck to do. I had no idea what do you do when two employees just vehemently disagree with each other about what to do, and no amount of talking causes those disagreements to come together. So what do you do?…

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