Andrew ‘Boz’ Bosworth: belief

Transcript context

…Is there an example of that that comes to mind where you're just like very in the details and drawing the screen? Over the course of time, there's been quite a few examples. I think early on when we were working on News Feed, you know, Mark was absolutely whiteboarding every single like pixel that, you know, the team had to put on the front end. On the back end, he was like, make it rank, like have some ranking, you know? So I felt like I was lucky there because I was just like, cool, like I'm off to the races on some ranking stuff. And like, you know, all these other Chris Cox and all these other guys were having to like really pixel match these things. But it's not always that way, by the way. So now fast forward. and we're talking about ranking, it's not like Mark is always hands off on that. When we got into modernizing our ranking systems, which we've done over the last five years, Mark was heavily involved in like, hey, what's the mix shift? And like, how are you weighing different things? And so, you know, it can go both ways. For me personally, I've gotten really involved in kind of some relatively esoteric things. I was really adamant, for example, that hand tracking and mixed reality make it into the headset. That's not to say that there weren't any supporters in the team. Obviously, we had a hand tracking team, which was phenomenal, mixed reality team. But like, there's a lot of people who were like, They did not feel those features were going to be critical for this to become a mainstream device. I always believed that they were for ease of use. So I just really forced the issue and didn't give anyone any room and held really high standards for the performance benchmarks we were going to hit on the hand tracking. And teams told me it was impossible. And it wasn't. They did great. This touches on something that comes up a lot on this podcast. And there's this debate between how in the weeds founders and execs should be, whether they delegate, empower versus, no, we're just going to do it this way. I'm going to be very involved in every mock. And there's always this like up and down that happens where it's like, okay, cool. We're going to let people run and do their thing. And then things start to not work as well often. And then, cool, we're going to take back control. Do you have just a perspective on when it makes sense to go deep, how founders, execs should think about that? Such a useless answer for founders.…

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