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. Deepinder Goyal You and Zomato have built a platform that truly empowers people. It provides dignified earning opportunities to many who may not be able to do physically demanding work. For countless delivery partners, this is not just a job but a means of survival and self-respect. One...

16,519 просмотров • 7 месяцев назад •via X (Twitter)

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To be a successful founder, you have to believe that what you're working on is going to work — despite knowing it probably won't! That sounds like an oxymoron, but it's really not. Believing that what you're building is going to work is an essential component of coming to work with the energy, fortitude, and determination it's going to require to even have a shot. Knowing it probably won't is accepting the odds of that shot. It's simply the reality that most things in business don't work out. At least not in the long run. Most businesses fail. If not right away, then eventually. Yet the world economy is full of entrepreneurs who try anyway. Not because they don't know the odds, but because they've chosen to believe they're special. The best way to balance these opposing points — the conviction that you'll make it work, the knowledge that it probably won't — is to do all your work in a manner that'll make you proud either way. If it doesn't work, you still made something you wouldn't be ashamed to put your name on. And if it does work, you'll beam with pride from making it on the basis of something solid. The deep regret from trying and failing only truly hits when you look in the mirror and see Dostoevsky staring back at you with this punch to the gut: "Your worst sin is that you have destroyed and betrayed yourself for nothing." Oof. Believe it's going to work. Build it in a way that makes you proud to sign it. Base your worth on a human on something greater than a business outcome.

DHH

96,462 просмотров • 1 год назад

Merry Christmas Eve, dwellers. 🎄🐲 I have a request from a friend that may apply to many people out there, but here are my thoughts… (I apologize for the lengthy response, but this topic is something I also care deeply about) You are doing better than you think. When you feel anxious, it becomes easy to downsize your own efforts. When you look at what you made, you focus only on what could be better. You compare it to an ideal that no one else is holding you to. With that mentality, you forget how much care, time, and effort you already put in. If you keep telling yourself that you are not good at anything, pause for a moment and understand this: that thought isn't true. Anxiety and low self-esteem change how you interpret your own work. Your mind learns to look for flaws and dismiss everything that went right. So even when you make something solid or meaningful, it feels small to you. That does not mean it is small. It means your perception is narrowed by fear and pressure. Perfectionism often hides behind self-criticism. If something is not flawless, your mind labels it as worthless. But that standard is impossible and unfair. Growth does not happen at the finish line. It happens in the unfinished, imperfect attempts you keep doing. The work you are making is not insignificant. It shows growth and someone who is learning while still trying. That matters far more than perfection ever will. You do not need to see your full potential right now. You do not need to prove your worth by being exceptional or reach some invisible standard to justify your effort. You just need to keep doing it and allow your work to exist as it is. Others can see the value even when you cannot. If you cannot see your potential right now, that is okay. You are not broken. You are not lazy. You are not wasting anything. These patterns were learned over time, and they can be unlearned with patience and support. You are not behind, and you are not failing.

Sakadzuki Enma • Echo

14,229 просмотров • 7 месяцев назад

🔴🔴🔴 Facts over feelings. South Africans 🇿🇦 should never be discouraged from taking honest contract work such as Uber, Uber Eats, Bolt, Mr D, freelance work, or other forms of independent contracting. There is dignity in earning an honest living. If your options are unemployment, the R370 SRD grant, or earning around R8,000 a month through contract work, the rational choice is obvious for many people. It may not be a dream job, but it provides income, work experience, independence, and a stepping stone to better opportunities. In many developed countries, the gig economy is a normal part of the labour market. Students, graduates, professionals between jobs, and even retirees use these platforms to supplement their income. No one should be shamed for working. 🚩🚩Be cautious of anyone or political party who tries to convince you that earning an honest income is somehow beneath you. Ask yourself what alternative they're actually offering. If the answer is "wait" or "depend on government," that deserves scrutiny. The real conversation should be about improving conditions for independent contractors through better financial education, affordable insurance and retirement products, and stronger legal protections, not discouraging people from working. An honest day's work will always beat idleness. Jobs can be temporary. Skills are transferable. Income creates opportunities. Facts matter more than slogans.

LambChip

13,053 просмотров • 10 дней назад

Mary Barra, Chairman and CEO of General Motors, on the single most underrated trait that separates high performers from everyone else: It's not intelligence, experience, or even talent. She is direct about it: "In my experience, in school and career, at work and at play, there are lots of talented people out there. But talent alone isn't enough. You need something more." That "something more" is what most people overlook entirely. "One thing that distinguishes those who really make a difference in life, those who really contribute, is passion and hard work. Remember, hard work beats talent, if talent doesn't work hard." But Mary Barra takes it further than just working hard. Because working hard quietly, passively, and waiting for your turn doesn't move the needle either. Most people operate on the edges. They show up, do the work they're assigned, and wait to be noticed. Barra says that mindset is exactly what holds people back: "Don't be content to work around the edges of your profession. Don't wait to be invited to important meetings or asked to work on crucial assignments. Instead, do what it takes to ensure that you're in the middle of your business." The underrated trait is proactive hard work, not just hard work alone. "Speak up, volunteer, show your enthusiasm, knock on doors." And the compounding effect of that behaviour is significant at every level of an organisation: "As an employee, your enthusiasm will make your job more interesting and get you noticed. As a manager, your passion will inspire others to join your team and work as hard as you to accomplish great things." The people who consistently rise are the ones who stopped waiting for permission and started showing up like the work already mattered to them, because it always did.

Big Brain Business

391,040 просмотров • 3 месяцев назад

Pedro Franceschi explains why Brex doesn’t hire “people managers” anymore One day Brex founder Pedro Franceschi made a list of all of the leaders at the company who worked and didn’t work. “I was trying to find what was predictive of leadership success,” he explains. “A lot of things are important, but they’re not predictive. For example, being customer obsessed is important, but there are people who were customer obsessed who were on both sides of the list.” The only trait that Pedro found to be predictive of leadership success at Brex was what he calls “the ability to operate at all levels” — someone who even at the highest levels of leadership has a deep understanding of the details of execution at the individual contributor level. What this means in practice is a CTO who is actually a great engineer. A Head of Design who can actually design amazing products. And a great Head of Sales who can actually go and close deals themselves if they need to. “It doesn’t mean that they’re going to do that all the time,” Pedro explains, “But it means that they know the nuances of what makes someone great at the craft… If you don’t know how to identify greatness because you don’t know what the bar is yourself, there’s no way to build a team that’s great.” He continues: “A lot of companies develop this role over time that people call a ‘people manager.’ They’re Director of Engineering but they can’t really code because they manage people now… And that concept is just something we eliminated. At the end of the day, there’s no way to manage people divorced from the work — you’re managing the work itself.” Pedro uses Jony Ive as an example: “Jony Ive wasn’t managing the team that designed the iPhone. He was designing the iPhone with a group of people. It’s simple, but it is a very profound change in how you orient your relationship with the work and what you put out there in the world. And I think you have to select for people who appreciate the actual output of the work and the work itself, not the process of doing the work… What matters is: Do you know what great looks like? Can you do it yourself? And can you bring people along with a really high bar for doing it at all level.” Video source: Kleiner Perkins (2025)

Startup Archive

45,584 просмотров • 1 год назад