Public evidence record
Published podcast speaker
Claim ledger
11 transcript-backed records
01 / belief
“I think Stripe is probably very much like Patrick and John, but it's not every co-founder that has that level of power [inaudible 01:15:03].”
02 / preference
“And then I got to the end of the book and I started inventing new mistakes. So mostly what I feel is that I like sharing my stories because I want to help people.”
03 / recommendation
“A lot of times I think inside of change, we get focused on the past, and one of the most valuable things you can do as a manager and a leader is help people focus on the future.”
04 / commitment
“I was constantly rehiring myself essentially because you have to sort of grow as fast as your company is growing if you really want to take advantage of the opportunity that comes with companies that are growing and changing quickly.”
05 / prediction
“The best people in the world in hiring will tell you they have about a 50% average in terms of being right. That means half the hires don't work out.”
06 / recommendation
“Goals by themself are not enough, you have to have a process by which you follow up on the goals and you hold people accountable to the goals and you learn from the goals because so much of goal setting, particularly if you're earlier in building your company, is about learning from trying to do something.”
07 / preference
“It's not a muscle that's very comfortable for people, but it's so smart. And Mark has a lot of these, but that one I really took away because again, I think so many people think of escalation as bad, a failure, like, "I failed, so I had to escalate.”
08 / evaluation
“I thought we said we care about moving fast and making aggressive decisions and it turns out..." So being really careful about what you say, because what people actually feel when it comes to culture is what you do and how you act every day.”
09 / evaluation
“You got probably 80% of problems inside of companies because this is the hard work of company building.”
10 / preference
“Because sometimes, I mean, again, I think that is different for everyone, but it is such an important set of math to do because, A, a lot of times that number is smaller than you think it is, then your brain makes it out to be if you have this sort of existential financial anxiety versus, I always say, "Specific financial anxiety is much more useful than existential financial anxiety.”
11 / recommendation
“In plenty of cases it doesn't, but that's always where I would start because it so often is just a more fundamental problem that then would lead you to look at other things across the team. But yeah, I would say two-way dialogue, but re-clarifying roles and expectations, re-describing the elephant over and over and over again, is one of the hardest parts about being a leader because you feel like a broken record, right?”