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Databricks CEO Ali Ghodsi dismisses traditional interviews as unreliable signal and prefers to assess hires by asking them to actually do the job. “I don't believe in interviews because I think some people interview well, and they might not be good at all, and some people interview really poorly,... show more

a16z

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168,890 просмотров • 9 месяцев назад •via X (Twitter)

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Databricks CEO Ali Ghodsi: “I actually think we have achieved AGI. We just need to make it useful.” “Just apply it to everyday things that we want to do.” “I think we have all the AGI we need.” Databricks CEO Ali Ghodsi at Cal Hacks (UC Berkeley)

Databricks CEO Ali Ghodsi: “I actually think we have achieved AGI. We just need to make it useful.” “Just apply it to everyday things that we want to do.” “I think we have all the AGI we need.” Databricks CEO Ali Ghodsi at Cal Hacks (UC Berkeley)

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ELON: IF EVIL PEOPLE HATE YOU, YOU MIGHT BE DOING SOMETHING RIGHT "I think if I was a really bad person, they wouldn't want to work with me. One way to assess someone's character is by looking at their friends and associates. While people can mask their own character, their friends and associates cannot. A person's character is reflected by their friends, associates, and to some degree, their enemies. If evil people hate you, well, you might be doing something right." Source: DailyWire

ELON: IF EVIL PEOPLE HATE YOU, YOU MIGHT BE DOING SOMETHING RIGHT "I think if I was a really bad person, they wouldn't want to work with me. One way to assess someone's character is by looking at their friends and associates. While people can mask their own character, their friends and associates cannot. A person's character is reflected by their friends, associates, and to some degree, their enemies. If evil people hate you, well, you might be doing something right." Source: DailyWire

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Brian Armstrong prefers to be a wartime CEO: “I used to think that I was better as a peacetime CEO, but I think that's not true. It's actually totally flipped.” “I think it's wartime, all the time.” “And I actually realized that I like wartime.” “I find it very energizing and motivating. It can make you really pissed in certain moments too, but it's actually very energizing. And sometimes when there isn't any conflict or war going on, I get a little bored and tired and I'm just like—it seems like nothing's blowing up right now, and I could use a good crisis.” “I don't want to be doing conflict for conflict's sake. I think that that's just destructive. But if you see something—a clear problem that needs to be solved—something to fight after—if you don't speak up and say something about it, then you're failing as a leader.” “Wartime is great. I love conflict.” Brian Armstrong with Ti Morse on Relentless

Brian Armstrong prefers to be a wartime CEO: “I used to think that I was better as a peacetime CEO, but I think that's not true. It's actually totally flipped.” “I think it's wartime, all the time.” “And I actually realized that I like wartime.” “I find it very energizing and motivating. It can make you really pissed in certain moments too, but it's actually very energizing. And sometimes when there isn't any conflict or war going on, I get a little bored and tired and I'm just like—it seems like nothing's blowing up right now, and I could use a good crisis.” “I don't want to be doing conflict for conflict's sake. I think that that's just destructive. But if you see something—a clear problem that needs to be solved—something to fight after—if you don't speak up and say something about it, then you're failing as a leader.” “Wartime is great. I love conflict.” Brian Armstrong with Ti Morse on Relentless

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"It's important to get the right people. It's even more important to repel the wrong people." Palmer Luckey explains the idea behind their "Don't Work for Anduril" recruiting campaign: "When you're doing something early, and it's really crazy and new, you only get the true believers—the people who are there because they want to be. They believe in what you're doing, and they could be making more money elsewhere." "We did a commercial where we showed people how you have to go out in the field, work in the dirt, your hours are unpredictable, and you might see your family—you also might not." "There's a guy in the ad, and he complains throughout the ad about how awful it is. And then, at the end, he says, 'Don't work at Anduril.'" Source: Palmer Luckey on a16z crypto

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"These are people that would never otherwise even touch code and they're now using Replit ⠕ themselves and they're building things that actually work." - Databricks CEO Ali Ghodsi Ali says non-technical employees across their 10,000 person company are building real software with Replit ⠕: "We have 5-6,000 people that are sitting in marketing or in HR or in finance and they don't have those technical skills. Replit is excellent. They love it." "Whenever you build a piece of software that works with Replit, it uses a database behind the scenes and actually we have a very deep partnership with them. So it uses our lakehouse offering behind the scenes." "Replit is really amazing for democratization to the broader masses. The people that you would never imagine would write a single line of code." Databricks Ventures also invested in Replit as of today.

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Flock Safety CEO Garrett Langley: "Prison can't be the answer. It just doesn't work. And the whole concept of prison will never work." "There are some incredibly well-run prisons with really well-intentioned wardens doing the best of their ability—but the concept of putting a bunch of violent people together is, by default, flawed." "So I question—what could Flock be doing to say, 'I'm going to prevent kids from becoming criminals, and if they do wind up on that path, how do I get them back on track as fast as possible?'" "It's actually, as a society, in our best interest to get them back in and productive." John Collison

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"Not having a coding experience is becoming an advantage." Replit CEO Amjad Masad: "You don't need any development experience. You need grit. You need to be a fast learner." "If you're a good gamer, if you can jump in a game and figure it out really quickly, you're really good at this." "Coders get lost in the details." "Product people, people who are focused on solving a problem, on making money, they're going to be focused on marketing, they're going to be focused on user interface, they're going to be focused on all the right things." "I think this year it's gonna flip, and I think not having a coding background is gonna be more advantageous for the entrepreneur." Amjad Masad with

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Brian still spends over two hours a day on recruiting and personally hires the top 200 people at Airbnb. I loved this idea of being in the flow of talent to find the best people: "Don't do searches. Build pipelines. I try to map out all the best people in the Valley. So let's say I need to hire really good engineers. I don't do searches. I just informationally meet the best engineers in the world. Every meeting, the job is to get the next meeting, meet someone else. The mistake people make when they hire. They go, "I need to hire a blank." So they hire a search firm. They give you 50 profiles, and you pick the best one. That is the wrong way to do it. The best way to do it is pipeline recruiting. You're constantly recruiting, you're constantly meeting people. in advance of searches. And all of it is referral based. The two ways to find out if people are good – is to start with the results and work backwards to the people. Find an ad you like and figure out who made that ad. Start with the results. Work backwards to people. Don't start with the resume. The other thing to do is just keep asking people to build your Rolodex. The moment I find somebody that's really good, I ask them who all the best people they know are. And I build these little mafias and they tell you who the other good people are. I am the co-hiring manager for the top 200 people in the company. This is very radical. A lot of CEOs think it's their job to hire their executive team, and their executive team hires their team. I think that is fatal. You always want to be marrying up, hiring people of the future. It should be like we're reaching. If you can hire them without my help, we're not reaching far enough. You want to hire the very best person you can."

Brian still spends over two hours a day on recruiting and personally hires the top 200 people at Airbnb. I loved this idea of being in the flow of talent to find the best people: "Don't do searches. Build pipelines. I try to map out all the best people in the Valley. So let's say I need to hire really good engineers. I don't do searches. I just informationally meet the best engineers in the world. Every meeting, the job is to get the next meeting, meet someone else. The mistake people make when they hire. They go, "I need to hire a blank." So they hire a search firm. They give you 50 profiles, and you pick the best one. That is the wrong way to do it. The best way to do it is pipeline recruiting. You're constantly recruiting, you're constantly meeting people. in advance of searches. And all of it is referral based. The two ways to find out if people are good – is to start with the results and work backwards to the people. Find an ad you like and figure out who made that ad. Start with the results. Work backwards to people. Don't start with the resume. The other thing to do is just keep asking people to build your Rolodex. The moment I find somebody that's really good, I ask them who all the best people they know are. And I build these little mafias and they tell you who the other good people are. I am the co-hiring manager for the top 200 people in the company. This is very radical. A lot of CEOs think it's their job to hire their executive team, and their executive team hires their team. I think that is fatal. You always want to be marrying up, hiring people of the future. It should be like we're reaching. If you can hire them without my help, we're not reaching far enough. You want to hire the very best person you can."

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Andrew Klavan Andrew Klavan today on the Matt Fradd Mormon controversy (shortened): "I love Matt Fradd. He's not like these hateful people just slinging mud in the name of God. But I have to say I don't agree that he should be doing this. Mormons aren't blowing people up, leave them alone. When you take away something that you disagree with in somebody else's faith, you might think you're doing something good, but you might actually be taking the step away from them that's going to lead them to something closer to the truth."

Andrew Klavan Andrew Klavan today on the Matt Fradd Mormon controversy (shortened): "I love Matt Fradd. He's not like these hateful people just slinging mud in the name of God. But I have to say I don't agree that he should be doing this. Mormons aren't blowing people up, leave them alone. When you take away something that you disagree with in somebody else's faith, you might think you're doing something good, but you might actually be taking the step away from them that's going to lead them to something closer to the truth."

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Lauren: People are asking me about the finalist post villa interviews. Guys they are changing things this year and I'll only be able to interview Melanie and Kayda. I also wish I was getting Aniya, Carl, Trinity and Bryce. But I'm gonna try get them at some point.

Lauren: People are asking me about the finalist post villa interviews. Guys they are changing things this year and I'll only be able to interview Melanie and Kayda. I also wish I was getting Aniya, Carl, Trinity and Bryce. But I'm gonna try get them at some point.

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ELON: TO BE A LEADER, WORK YOUR WAY UP AND DO USEFUL THINGS “I think, generally, the path to leadership should not be through, basically, an MBA business school situation. It should be kind of work your way up, do useful things. And there's a bit too much of somebody goes to a high-profile MBA school and then kind of parachutes in as the leader, but they don't actually know how things work. They could be good at, say, PowerPoint presentations or something like that, and they can present well. But they don't actually know how things work, because they parachute in instead of working their way up.” Source: Interview with Sandy Munro, February 2021

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If you’re going for a study visa interview soon, watch this video. UK and some other European countries do study visa interviews now. Many people fail study visa interviews because they didn’t prepare enough to get familiar with likely interview questions. I explained likely visa interview questions. Watch till the end.

If you’re going for a study visa interview soon, watch this video. UK and some other European countries do study visa interviews now. Many people fail study visa interviews because they didn’t prepare enough to get familiar with likely interview questions. I explained likely visa interview questions. Watch till the end.

folowosele adeboye

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⭐️: But even though it might be tough, someone else might really crave that kind of life. I don't go overboard with gratitude about it, nor do I hate it. I just think about myself. Before, I used to think I should live with gratitude—and that's still the base now—but people often ask questions like, “Oh, being a celebrity must be tough, right? Your schedule must be crazy busy?” But who isn't busy? If you just think that what you're doing is the hardest job, the other person understands, and I find myself not complaining or exaggerating about it either. I think that's really good Those thoughts don't feel difficult to me. Recently, I was on the phone with a friend who asked if anything's been tough lately. I said, “No? Seriously, even if I think hard, nothing comes to mind?” I think I answered that I'm just adapting well to life right now and am really satisfied. Being tired? Well, sometimes you're tired, sometimes you're not. But even middle schoolers say that. Going to school is the hardest part.

⭐️: But even though it might be tough, someone else might really crave that kind of life. I don't go overboard with gratitude about it, nor do I hate it. I just think about myself. Before, I used to think I should live with gratitude—and that's still the base now—but people often ask questions like, “Oh, being a celebrity must be tough, right? Your schedule must be crazy busy?” But who isn't busy? If you just think that what you're doing is the hardest job, the other person understands, and I find myself not complaining or exaggerating about it either. I think that's really good Those thoughts don't feel difficult to me. Recently, I was on the phone with a friend who asked if anything's been tough lately. I said, “No? Seriously, even if I think hard, nothing comes to mind?” I think I answered that I'm just adapting well to life right now and am really satisfied. Being tired? Well, sometimes you're tired, sometimes you're not. But even middle schoolers say that. Going to school is the hardest part.

Hwanakin

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"I won't forget some of these performances where they've turned it in...I don't think they're that bothered because I think they think it's all on the manager." "Some former players might not have been at the level of some of these, but they're not standing for this where people are bullying and dominating them!" 🎥 The Anfield Wrap | Peloton

"I won't forget some of these performances where they've turned it in...I don't think they're that bothered because I think they think it's all on the manager." "Some former players might not have been at the level of some of these, but they're not standing for this where people are bullying and dominating them!" 🎥 The Anfield Wrap | Peloton

The Anfield Wrap

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🇺🇸 TRUMP TO REPORTER: STOP INTERRUPTING ME! "Well, I found him to be good. I mean, he said good things about me over the years. I think he's good. We've had some good interviews..." (Bloomberg Reporter starts parroting) " I did an interview with him. We had 300 million hits... (Bloomberg Reporter keeps on interrupting Trump, like a groupie desperate for attention) "Will you let me finish my statement? You are the worst. You're with Bloomberg, right? You are THE WORST. I don't know why they even have you. We've had some great interviews with Tucker Carlson, but you can't tell him who to interview. If he wants to interview Nick Fuentes, I don't know much about him, but if he wants to do it, get the word out. Let him, you know, people have to decide." Source: Fox News

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Mario Nawfal

146,575 просмотров • 9 месяцев назад

The founders of Stripe and Pinterest on how to convince people to join your startup Stripe CEO Patrick Collison argues that part of the reason startups resonate so much is because the outcome is not guaranteed: "If it were guaranteed, it would be boring... Whether or not you're the best person in the world at what you do, you're probably not going to alter Google's trajectory. But if you really want to benchmark yourself and see how much of a contribution and impact you can make--which is a really compelling prospect for a lot of the best people--a startup is a much better place to test that." Pinterest founder Ben Silbermann emphasized this as well: "No smart person that you're hiring is under the illusion that you have a crystal ball into the future and that joining is a guaranteed thing. In fact, if you're telling them that and they select in, you shouldn't hire them because they didn't pass a basic intelligence test. I think it's important to tell them what's exciting and where you think the company can go. But also tell them where it will be hard and chart your best plan. And then tell them why their role can be instrumental--because it will be... What I would discourage doing is whitewashing all of that. If people are joining your company because they want all of the certainty and safety of working at Google but also the perks of working at a small startup with lots of responsibility and transparency, that's a really negative sign." Apparently in the early days of PayPal, Peter Thiel and Max Levchin would tell people after they interviewed all the reasons that the company would fail: "Visa and MasterCard want to kill us. We also might be doing something that's illegal. But if we succeed, we'll redefine payments." Don't whitewash the risks. Instead tell them how your startup will change the world if you succeed and how their role will be instrumental in affecting that change. Video source: Y Combinator (2014)

The founders of Stripe and Pinterest on how to convince people to join your startup Stripe CEO Patrick Collison argues that part of the reason startups resonate so much is because the outcome is not guaranteed: "If it were guaranteed, it would be boring... Whether or not you're the best person in the world at what you do, you're probably not going to alter Google's trajectory. But if you really want to benchmark yourself and see how much of a contribution and impact you can make--which is a really compelling prospect for a lot of the best people--a startup is a much better place to test that." Pinterest founder Ben Silbermann emphasized this as well: "No smart person that you're hiring is under the illusion that you have a crystal ball into the future and that joining is a guaranteed thing. In fact, if you're telling them that and they select in, you shouldn't hire them because they didn't pass a basic intelligence test. I think it's important to tell them what's exciting and where you think the company can go. But also tell them where it will be hard and chart your best plan. And then tell them why their role can be instrumental--because it will be... What I would discourage doing is whitewashing all of that. If people are joining your company because they want all of the certainty and safety of working at Google but also the perks of working at a small startup with lots of responsibility and transparency, that's a really negative sign." Apparently in the early days of PayPal, Peter Thiel and Max Levchin would tell people after they interviewed all the reasons that the company would fail: "Visa and MasterCard want to kill us. We also might be doing something that's illegal. But if we succeed, we'll redefine payments." Don't whitewash the risks. Instead tell them how your startup will change the world if you succeed and how their role will be instrumental in affecting that change. Video source: Y Combinator (2014)

Startup Archive

11,811 просмотров • 9 месяцев назад

Ben Horowitz and Ali Ghodsi: How to Run a Billion-Dollar Business Ben Horowitz founded Loudcloud in the middle of the dot-com bust and sold it for $1.6 billion, then led Andreessen Horowitz from its founding to $46 billion in committed capital. Ali Ghodsi co-founded Databricks, stepped in as CEO during a crisis, and led it to a valuation of over $100 billion. In this episode of “Boss Talk”, Ben and Ali join a16z General Partners Sarah Wang and Erik Torenberg to share founder war stories, how to hire and make deals, how to keep culture intense without burning employees out, and why founders should raise their ambitions even higher. 00:00 Boss Talk returns 01:01 Why Ali became CEO of Databricks 09:45 From academic to CEO 16:00 Radical candor feedback 19:10 Scaling intensity and culture 31:55 The Microsoft deal strategy 39:00 Setbacks and sealing the partnership 42:05 Building vs buying 54:55 Turning down acquisition offers 1:03:45 Key pivots, founding team legacy Ali Ghodsi benahorowitz.eth Erik Torenberg Sarah Wang

Ben Horowitz and Ali Ghodsi: How to Run a Billion-Dollar Business Ben Horowitz founded Loudcloud in the middle of the dot-com bust and sold it for $1.6 billion, then led Andreessen Horowitz from its founding to $46 billion in committed capital. Ali Ghodsi co-founded Databricks, stepped in as CEO during a crisis, and led it to a valuation of over $100 billion. In this episode of “Boss Talk”, Ben and Ali join a16z General Partners Sarah Wang and Erik Torenberg to share founder war stories, how to hire and make deals, how to keep culture intense without burning employees out, and why founders should raise their ambitions even higher. 00:00 Boss Talk returns 01:01 Why Ali became CEO of Databricks 09:45 From academic to CEO 16:00 Radical candor feedback 19:10 Scaling intensity and culture 31:55 The Microsoft deal strategy 39:00 Setbacks and sealing the partnership 42:05 Building vs buying 54:55 Turning down acquisition offers 1:03:45 Key pivots, founding team legacy Ali Ghodsi benahorowitz.eth Erik Torenberg Sarah Wang

a16z

216,678 просмотров • 10 месяцев назад