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Frank Slootman: “Being a CEO is a highly confrontational role” “I’ve gone one record a few times and people have taken me to task on it, when I’ve said that being a CEO is a highly confrontational role. But they think that ‘confrontational’ means I’m grabbing people by the... lapels and slamming them against the wall and yelling. That’s not what I mean by confrontation.” The former CEO of Snowflake and ServiceNow continues: “Confrontation is about confronting issues and situations. When you see something that is either not good, not good enough, or can be better, you need to talk to the team and people responsible to bring them along in your thinking.” In Frank’s view, the framing should be: “this is why I am saying this, what do you think?” The goal of the conversation is to help them see the problems you’re seeing. You should be driving them to a “higher level of aspiration,” he explains. “I often start the conversation with, ‘How do you think things are going?’ I’m not telling them ‘you suck,’ or ‘things are terrible.’ Let them talk. And then you can say, ‘Well what about this?’ And all of a sudden, the perspective has opened up and changed. So the challenge is bringing them along in your thinking — then it’s not confrontational… Obviously there’s finesse and subtlety. You’re dealing with people. You don’t want to destroy them. You want to build them, not bring them down.” You need to help them grow: “People have a tendency to go sideways. They rinse and repeat and keep doing the same things. You can’t in a high-growth company. You need to become a different version of yourself. I’m trying to help them think through that. What does that look like? What does your organization look like a year from now versus what it looks like today?… In other words, stimulate their thinking. Challenge them to think about what they should do differently next week. Is that confrontation? Yes it is, but it’s dressed up in a way that it engages people.” Frank believes founders should be doing this every single week. Video source: Foundation Capital (2024)show more

Startup Archive

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136,616 次观看 • 1 年前 •via X (Twitter)

财经新闻政治教育

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11 条评论

Startup Archive 的头像

Startup Archive1 年前

Watch the full interview with Frank Slootman on the @FoundationCap podcast here:

Startup Archive 的头像

Startup Archive1 年前

Want even more startup insights from the world's best founders? Join the 10,000+ founders who read our free newsletter here:

SecBriefs | Making Cybersecurity Simple 的头像

SecBriefs | Making Cybersecurity Simple1 年前

Thinking about a career in cybersecurity but worried about your technical background? Don't be! 💡 Many roles value your problem-solving, analytical, & communication skills. 🕵️‍♀️ "Cybersecurity Dictionary for Everyone" is a good start, available on Amazon:

Dr. Julie Gurner 的头像

Dr. Julie Gurner1 年前

YES

SaaS Growth Strategies 的头像

SaaS Growth Strategies1 年前

Very true, people work according to themselves and to their standards, its the job of a CEO to bring them on the same track and lead to the higher goals. As a CEO it does require a lot of talking and trying to get people with you.

Stalin Kay 的头像

Stalin Kay1 年前

Confrontation can be the key to growth. Guide your team through change and see what's possible. Can you be honest with your team about the need for change? Facing issues creates space for growth. Your team needs to see beyond today. Inspire them to imagine their future selves meeting tomorrow's challenges. How can you foster this growth mindset as a leader? What norms can you challenge today? Imagine the impossible. Go after it. Lock in. And achieve it. It's all possible. Just imagine.

Ray Quant 的头像

Ray Quant1 年前

CEOs navigate macro-level confrontations.

Ankit Rathod 的头像

Ankit Rathod1 年前

💯 To distill into its essence, CEO's role isn't just confronting issues. - It's leading with presence. - It's transferring your taste, judgment, and character every week. CEO's job isn't comfort, it's growth. If you're not nudging your team toward a higher bar daily, you're quietly settling for less. Get into details. Elevate, clarify, repeat. That is true Founder Mode.

Vendicar Decarian 的头像

Vendicar Decarian1 年前

Translation. Teams work within the constraints you impose upon them and don't think ouside those constraints because they have no ability to change them. Once they are changed they can start to imagine solutions that were not possible before. The problem was upper management

Wages to Freedom 💰 ➡️ 🌴🏄‍♂️ 的头像

Wages to Freedom 💰 ➡️ 🌴🏄‍♂️1 年前

Stock has done nothing in 5 years

Spencer Brown 的头像

Spencer Brown1 年前

One of the 🐐s. This is 100% true.

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I hear so often from the Dommes I work with that they struggle with people online fetichizing them and simply seeing them for how sexy and beautiful they are. They project their fantasies and their desires onto you. That stops immediately once you move the attention from you to them. From 'look at me' to 'I see you'. What does that look like? When you create content, think of them and what this scene or that narrative is evoking. What will they learn from you? What they want is not to passively watch how sexy you are, but for you to train them, to give them instructions, to teach them, to guide them, to be in charge, to command them. This is not being an object but the main subject. The Authority figure. How is your content already doing that. The sexy photos can still be there, they are important to already capture des attention. But what you do with that attention once you have it, is where the power dynamic is established. Positioning yourself as more than a stunning Goddess, but actually a woman who has a voice, opinions, perspective, a philosophy, a way to doing things, teaching them what you like, how you like it, why you like it, already makes them want to be that for you. You hold the attention, you hold the power, so you direct it. And for that, you want them to know you get them and you know what lives within them... that creates the desire for you to be the one exposing it. You instantly build trust. Not because you demanded it, but because you earned it: you showed them you know what you are doing. You have experience, you understand them. They are not told to come see you, they are seduced into it. They desire it. And they will work for it. This will attract better clients (real subs) and instead of you trying to get their attention, they will work to earn yours. If you want to learn more about power dynamics, building a brand as a Pro or the psychology behind BDSM, you can now access all my trainings and classes in one place for a fraction of the cost of The Dominatrix Academy. And you can reinvest the total amount towards the Program. Message me [SECRET] for the details. This offer is not available on my website.

Ms. Malissia

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Caitlin on what she learned through injury this season: “I think when I get a few years down here in my career, I think this is a moment and a season I’ll look back on and be like, this why I am who I am today… It was hard sitting on the bench, I’m not going to lie, but I think it taught myself how to be a really good leader and how to be a really good teammate… when you’re on the sidelines and you don’t have your jersey on, you can observe and really learn about people… how can I show up every single day and pour into them and be there for them… but also going forward down the road, if I have a teammate that’s injured… I know I will always show up for them and be there for them and check in on them, because it is an incredibly isolating thing, and you don’t realize that until you go through it… I think all of that is probably what I’ve leaned most.” 🎥: Tony East

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Jess

80,019 次观看 • 9 个月前

Culture is genetic because behavior is genetic. This beaver never saw a dam in its life. No beavers or anything else ever taught it to build a dam. It wants to build a dam because it is a beaver. Many beavers together build a big dam. That is beaver culture. Humans are not different. Nothing is different. This is what life is. This is how life works. Your body is your mind. A caterpillar wants to build a chrysalis. A bee wants to build a hive. A lion wants to build a pride. You are not special. You are not above your nature. you are INSIDE of it. The thoughts that we think are genetic thoughts. The crimes we commit are genetic crimes. The art we create is genetic art. Just like this beaver, you can give the animal different sticks and it will build a different dam, but it will always build a dam. And you can give humans different "education," but the human will always use it to do what its genes tell it to do. This is the first big answer that you need. This is the biggest piece of the puzzle. This is how to understand people 90% of the way. You just... notice what they do, and get out of the way, and watch them do it. And if they need sticks, you give them sticks. And if you don't like what they do, you have to get away from them. You cannot train dam-building into them or out of them any more than you can with a beaver. A beaver wants to build a dam because it is a beaver. Whatever you see people build, that's what they wanted to build from the sticks they got in the river they were in. Stop pretending you can change it.

Culture is genetic because behavior is genetic. This beaver never saw a dam in its life. No beavers or anything else ever taught it to build a dam. It wants to build a dam because it is a beaver. Many beavers together build a big dam. That is beaver culture. Humans are not different. Nothing is different. This is what life is. This is how life works. Your body is your mind. A caterpillar wants to build a chrysalis. A bee wants to build a hive. A lion wants to build a pride. You are not special. You are not above your nature. you are INSIDE of it. The thoughts that we think are genetic thoughts. The crimes we commit are genetic crimes. The art we create is genetic art. Just like this beaver, you can give the animal different sticks and it will build a different dam, but it will always build a dam. And you can give humans different "education," but the human will always use it to do what its genes tell it to do. This is the first big answer that you need. This is the biggest piece of the puzzle. This is how to understand people 90% of the way. You just... notice what they do, and get out of the way, and watch them do it. And if they need sticks, you give them sticks. And if you don't like what they do, you have to get away from them. You cannot train dam-building into them or out of them any more than you can with a beaver. A beaver wants to build a dam because it is a beaver. Whatever you see people build, that's what they wanted to build from the sticks they got in the river they were in. Stop pretending you can change it.

hoe_math = PsychoMath

1,189,683 次观看 • 10 个月前

“You find someone hiding behind a religion, hiding behind a church, setting up something that is only meant to serve their own interests and rob others. Everything becomes something anyone can just put up, like putting a barrier somewhere, stopping people, pretending to be what you are not, and then starting to take away people’s property. Saying, ‘You do not pass here unless you first bring this wealth.’ That should not happen in any religion, of whatever kind. That is different from persecuting religions or churches. Putting things in order is not persecution. When you are putting things in order, when people tell you that we know religion exists, and should exist, to do certain things: to teach, to reach citizens, to help them, and as you have said, even among Muslims, you have put in place ways of helping in education, in health, and in different areas, that is what should be done. Not robbing people. Not denying them a livelihood. Not taking what belongs to them so that a few individuals become rich and are the only ones who prosper. That has happened everywhere, across religions and churches.” President Kagame | Rwandan Muslim Community #MeetThePresident

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Presidency | Rwanda

146,069 次观看 • 3 个月前

Candace Owens finally comes out and tells you her real agenda. It’s us versus them. I’m sure everyone understands which us and which them she’s referring to. How do you destroy a country? You demoralize its people and make them think there is nothing they can do to ever change things or make things better. That is a lie. She is a liar. So is every single person who tells you the answers to your problems not about doing the hard work, electing the best people you can and enacting policy change.

Candace Owens finally comes out and tells you her real agenda. It’s us versus them. I’m sure everyone understands which us and which them she’s referring to. How do you destroy a country? You demoralize its people and make them think there is nothing they can do to ever change things or make things better. That is a lie. She is a liar. So is every single person who tells you the answers to your problems not about doing the hard work, electing the best people you can and enacting policy change.

Insurrection Barbie

55,269 次观看 • 10 个月前

"You can either produce excellence or you can avoid criticism. But you cannot do both of those. The reason that you don't have certain excellence that you want is because you are afraid of getting criticized. You are afraid of the judgment that comes with it. You are afraid of standing out. You are afraid of being alone. You are afraid of people looking at you. You are worried about what people think of you. There are 2 categories of things in this world: 1) Things that are up to you 2) Things that are not up to you Which category does your reputation sit in? Your reputation is not up to you. I'm the one who associates your reputation with something, not you. You just do things. What's up to you? How you act. Your decisions. Your actions. That is up to you. Your reputation is not up to you. Here's how I know that: You all have a reputation about me and it's not in my control. I get to say and do whatever I say and do up here. I am in control of saying it. I am in control of doing it. The moment words leave my lips, who has control over what is done with those words? You! You are in control of what you think of me. And there's no way everybody in this room is going to think the exact same thing about me. No way. When it comes to exceptional, what we've got to understand is you can spend your whole life trying to avoid criticism and earn reputation, and it still won't be in your control. We can waste a lot of time missing out on excellence we could have been producing if we were just simply LESS trying to engineer what we wanted other people to think about us."

"You can either produce excellence or you can avoid criticism. But you cannot do both of those. The reason that you don't have certain excellence that you want is because you are afraid of getting criticized. You are afraid of the judgment that comes with it. You are afraid of standing out. You are afraid of being alone. You are afraid of people looking at you. You are worried about what people think of you. There are 2 categories of things in this world: 1) Things that are up to you 2) Things that are not up to you Which category does your reputation sit in? Your reputation is not up to you. I'm the one who associates your reputation with something, not you. You just do things. What's up to you? How you act. Your decisions. Your actions. That is up to you. Your reputation is not up to you. Here's how I know that: You all have a reputation about me and it's not in my control. I get to say and do whatever I say and do up here. I am in control of saying it. I am in control of doing it. The moment words leave my lips, who has control over what is done with those words? You! You are in control of what you think of me. And there's no way everybody in this room is going to think the exact same thing about me. No way. When it comes to exceptional, what we've got to understand is you can spend your whole life trying to avoid criticism and earn reputation, and it still won't be in your control. We can waste a lot of time missing out on excellence we could have been producing if we were just simply LESS trying to engineer what we wanted other people to think about us."

Brian Kight

308,812 次观看 • 1 年前

“It all starts from your heart, your mind, and the way you think. When I say don’t be cowards, be lions, what I mean precisely is that, to be a coward is to live without an opinion, allowing people to insult you and you apologize to them instead of them apologizing to you. They should be the ones to apologize. To be a lion is to accept to deal with and confront your challenges, those of your family or country, and you own them unapologetically.” Chairman Kagame | Interaction with Content Creators.

“It all starts from your heart, your mind, and the way you think. When I say don’t be cowards, be lions, what I mean precisely is that, to be a coward is to live without an opinion, allowing people to insult you and you apologize to them instead of them apologizing to you. They should be the ones to apologize. To be a lion is to accept to deal with and confront your challenges, those of your family or country, and you own them unapologetically.” Chairman Kagame | Interaction with Content Creators.

FPR-Inkotanyi

44,136 次观看 • 2 年前

Noem: I think a lot of people and even you yourself called this situation something very different and untruthful about what it was. Tapper: What did I say that was untruthful? Noem: That this was not a correct definition of what was happening on the ground Tapper: I said that your your description, they were attempting to push out their vehicle and a woman attacked them and those surrounding them and attempted to run them over and ram them with their vehicle is not what we see on the videotape. And it's not.

Noem: I think a lot of people and even you yourself called this situation something very different and untruthful about what it was. Tapper: What did I say that was untruthful? Noem: That this was not a correct definition of what was happening on the ground Tapper: I said that your your description, they were attempting to push out their vehicle and a woman attacked them and those surrounding them and attempted to run them over and ram them with their vehicle is not what we see on the videotape. And it's not.

Acyn

1,002,828 次观看 • 6 个月前

Elon Musk: I believe we should have deep empathy, not shallow empathy. “There's a small number of people, a few percent of society, that can have anger management issues that are so severe that they lose their temper and hurt or murder others. And there's a small number, it's not a large number that enjoy hurting other people. And if you do not incarcerate them, they will do that. They will hurt other people. And what I see is what I call shallow empathy. Like, people have empathy for the criminals but not empathy for the victims of the criminals. I believe one should have deep empathy to say, what is the greater good for society? Is it better to incarcerate violent criminals and prevent them from hurting people or to let them loose and allow those people to be hurt? And I think the latter is much worse.” Interview with Tucker Carlson, October 7, 2024

Elon Musk: I believe we should have deep empathy, not shallow empathy. “There's a small number of people, a few percent of society, that can have anger management issues that are so severe that they lose their temper and hurt or murder others. And there's a small number, it's not a large number that enjoy hurting other people. And if you do not incarcerate them, they will do that. They will hurt other people. And what I see is what I call shallow empathy. Like, people have empathy for the criminals but not empathy for the victims of the criminals. I believe one should have deep empathy to say, what is the greater good for society? Is it better to incarcerate violent criminals and prevent them from hurting people or to let them loose and allow those people to be hurt? And I think the latter is much worse.” Interview with Tucker Carlson, October 7, 2024

ELON CLIPS

31,035 次观看 • 1 年前

Matt Shaw on sharing his faith with his teammates: “The best thing that I can do isn’t to talk to them and disciple them. But it’s to show what my beliefs look like in my life. And sometimes it’s not a conversation, but it’s simply the light that you shine around to other people. And because of how much love you have for other people and for Jesus, it’s gonna show them, ‘hey, maybe this is something I’m interested in. Maybe this is something that can provide me fulfillment in my life.’”

Matt Shaw on sharing his faith with his teammates: “The best thing that I can do isn’t to talk to them and disciple them. But it’s to show what my beliefs look like in my life. And sometimes it’s not a conversation, but it’s simply the light that you shine around to other people. And because of how much love you have for other people and for Jesus, it’s gonna show them, ‘hey, maybe this is something I’m interested in. Maybe this is something that can provide me fulfillment in my life.’”

Turning Point USA

237,416 次观看 • 6 个月前

ELON: THE PEOPLE SHOULD DECIDE WHAT'S IMPORTANT, NOT A HANDFUL OF EDITORS "I don't think there should be a gatekeeping function by a small number of individuals. For newspapers in America, there are about five editors that decide what gets put on the front page, or what to focus on, or what not to focus on. And most of the other papers just copy them, essentially. But is that really what we want? Do we want a handful of people deciding what they think is important? Or should it be the people who decide what's important? And I think it should be sort of an organic thing, where the people decide what's important and what to focus on, not just a handful of editors. They don't like the fact that this power has been taken away from them. But I think it should be." Source: European Jewish Association, January 2024

ELON: THE PEOPLE SHOULD DECIDE WHAT'S IMPORTANT, NOT A HANDFUL OF EDITORS "I don't think there should be a gatekeeping function by a small number of individuals. For newspapers in America, there are about five editors that decide what gets put on the front page, or what to focus on, or what not to focus on. And most of the other papers just copy them, essentially. But is that really what we want? Do we want a handful of people deciding what they think is important? Or should it be the people who decide what's important? And I think it should be sort of an organic thing, where the people decide what's important and what to focus on, not just a handful of editors. They don't like the fact that this power has been taken away from them. But I think it should be." Source: European Jewish Association, January 2024

Mario Nawfal

12,668,082 次观看 • 1 年前

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𝐟𝐢𝐥𝐦.

247,383 次观看 • 1 年前

“This war in Congo, people have tried to make it Rwanda’s war, but it is not Rwanda’s war. Rwanda did not start this war; rather, what those who started it wanted, is what we are fighting against. And that is what I am going to explain to you. This war has its origins in the history I just mentioned. Some people who are called Rwandans found themselves on the other side of the borders that define Rwanda today. It was not Rwanda that took them there. Rwanda did not move Rwandans to Kisoro in Uganda. Rwanda did not move Rwandans to Masisi, Rutshuru, and other places. Rwanda did not take them there. Now, for those who found themselves there, if the governments of those countries want to tell them, ‘Get up and go back to where you belong, to Rwanda,’ if that is their decision, then they should expel them along with the land they live on, and remain with only what belongs to them. If you claim to act in truth or seek peace, as all people do, then you must respect people’s rights. Without a doubt, when you deny people their rights, they will fight for them, that is the fire I was talking about. And when you drag Rwandans into this situation and blame Rwanda because these other countries do not want the people who are there, what do you expect us to do? We will stand up for ourselves .” President Kagame | #KwegeraAbaturage

“This war in Congo, people have tried to make it Rwanda’s war, but it is not Rwanda’s war. Rwanda did not start this war; rather, what those who started it wanted, is what we are fighting against. And that is what I am going to explain to you. This war has its origins in the history I just mentioned. Some people who are called Rwandans found themselves on the other side of the borders that define Rwanda today. It was not Rwanda that took them there. Rwanda did not move Rwandans to Kisoro in Uganda. Rwanda did not move Rwandans to Masisi, Rutshuru, and other places. Rwanda did not take them there. Now, for those who found themselves there, if the governments of those countries want to tell them, ‘Get up and go back to where you belong, to Rwanda,’ if that is their decision, then they should expel them along with the land they live on, and remain with only what belongs to them. If you claim to act in truth or seek peace, as all people do, then you must respect people’s rights. Without a doubt, when you deny people their rights, they will fight for them, that is the fire I was talking about. And when you drag Rwandans into this situation and blame Rwanda because these other countries do not want the people who are there, what do you expect us to do? We will stand up for ourselves .” President Kagame | #KwegeraAbaturage

Presidency | Rwanda

180,348 次观看 • 1 年前

New #Browns HC Todd Monken with a great message: "I think you have to hold the players accountable for what they say their dreams and aspirations are. ... And all you’re doing is holding them to their goals and aspirations, like people did for me. I am who I am because my parents did that for me. They didn’t do that to me — they did that for me. ... I think everybody likes honesty until they don’t like what’s said to them honestly. And I’m the same way — I’m no different. I like being stroked in a good way. I don’t like the other side of it. But that’s how I’ve gotten a lot better. And the people that love you the most, they’re going to be honest with you."

New #Browns HC Todd Monken with a great message: "I think you have to hold the players accountable for what they say their dreams and aspirations are. ... And all you’re doing is holding them to their goals and aspirations, like people did for me. I am who I am because my parents did that for me. They didn’t do that to me — they did that for me. ... I think everybody likes honesty until they don’t like what’s said to them honestly. And I’m the same way — I’m no different. I like being stroked in a good way. I don’t like the other side of it. But that’s how I’ve gotten a lot better. And the people that love you the most, they’re going to be honest with you."

Ari Meirov

429,580 次观看 • 5 个月前

Mamdani: I think oftentimes there's a condescension that people have when they talk about young voters and finger wag and say, you should get out there and don't ask them what would it take to bring you out here? When I talk to young people, what I hear from them, they feel like the only way they can stay in the city is if they keep living with their parents or leave the state entirely. We have to make it a place where they can aspire to dream in the city and also treat them with the seriousness that they deserve because what we'll find in our young people is leadership.

Mamdani: I think oftentimes there's a condescension that people have when they talk about young voters and finger wag and say, you should get out there and don't ask them what would it take to bring you out here? When I talk to young people, what I hear from them, they feel like the only way they can stay in the city is if they keep living with their parents or leave the state entirely. We have to make it a place where they can aspire to dream in the city and also treat them with the seriousness that they deserve because what we'll find in our young people is leadership.

Acyn

78,697 次观看 • 5 个月前

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 次观看 • 8 个月前

Naval Ravikant’s checklist for starting a company “The most important thing is there are no formulas. At the end of the day, you have to do what you love, and you have to do it even though people tell you it’ll never work. But that being said, if there was a formula [for starting a company], I would put it something like this.” Naval started seven companies before AngelList and this is the checklist he recommends running through before starting a startup: 1. Pick a great cofounder. This is most important: “You can do a company on your own, but it’s like you can raise a child on your own, but you probably shouldn’t. You need someone who’s going to be there with you.” This has it’s own checklist. Your cofounder should be: a. Very high intelligence (”hopefully they make you feel dumb, or they’re not smart enough”) b. Very high energy (”They should be extremely hardworking. A founder is someone who never has to be motivated. You should not have to be telling them to do their job.”) c. Very high integrity. (”a smart, hardworking crook who’s going to cheat you is the worst kind of person to be paired up with.”) 2. Pick a very large market. “Notice I don’t talk about the idea. I think ideas are almost irrelevant… The more important thing is that you pick a large space that you’re knowledgeable and passionate about. And then you will figure out what the right thing to do within that space is.” You want to be able to say to investors: “This is a space where there’s a huge market. I’m really knowledgeable and passionate about it. Here’s the great person that I have doing it with me. And here’s the minimum viable product that we have built. That will show that we can test in the marketplace… You iterate until you get to product/market fit… And then you go and you raise money from people you trust. And you use that money to scale.”

Naval Ravikant’s checklist for starting a company “The most important thing is there are no formulas. At the end of the day, you have to do what you love, and you have to do it even though people tell you it’ll never work. But that being said, if there was a formula [for starting a company], I would put it something like this.” Naval started seven companies before AngelList and this is the checklist he recommends running through before starting a startup: 1. Pick a great cofounder. This is most important: “You can do a company on your own, but it’s like you can raise a child on your own, but you probably shouldn’t. You need someone who’s going to be there with you.” This has it’s own checklist. Your cofounder should be: a. Very high intelligence (”hopefully they make you feel dumb, or they’re not smart enough”) b. Very high energy (”They should be extremely hardworking. A founder is someone who never has to be motivated. You should not have to be telling them to do their job.”) c. Very high integrity. (”a smart, hardworking crook who’s going to cheat you is the worst kind of person to be paired up with.”) 2. Pick a very large market. “Notice I don’t talk about the idea. I think ideas are almost irrelevant… The more important thing is that you pick a large space that you’re knowledgeable and passionate about. And then you will figure out what the right thing to do within that space is.” You want to be able to say to investors: “This is a space where there’s a huge market. I’m really knowledgeable and passionate about it. Here’s the great person that I have doing it with me. And here’s the minimum viable product that we have built. That will show that we can test in the marketplace… You iterate until you get to product/market fit… And then you go and you raise money from people you trust. And you use that money to scale.”

Startup Archive

36,050 次观看 • 1 年前

Brian Armstrong on the importance of disagreeableness if you want to do important things “What I’ve realized about a lot of people who I think are building important things in the world is that they’ve developed this high disagreeableness muscle where they’ve recognized that they’re not going to make everybody happy and they’ve made peace with it.” He gives Mark Zuckerberg as an example. “They realized at a certain point that whether I do the thing that I think everyone’s going to like or the thing that is more authentic to me, someone’s going to be pissed no matter what .So at the end of the day, I’m just going to do the thing that I think is right. And they’ve leaned more into authenticity instead of trying to say what they think people want to hear. And that does require you to have thick skin and some kind of high disagreeableness. And then they can actually do even more interesting stuff because they’re being themselves instead of trying to be liked.” This is something Brian himself is even trying to work on. And of course there are limits — you don’t want to get to a place where you’re listening to nobody. You want people around you have your best interest at heart and to listen to them. But for people who don’t have your best interest at heart, you need to build the ability to ignore them. “It’s a real superpower to care less what other people think — at least people who don’t have your best interests at heart.” Video source: Steven Bartlett (2022)

Brian Armstrong on the importance of disagreeableness if you want to do important things “What I’ve realized about a lot of people who I think are building important things in the world is that they’ve developed this high disagreeableness muscle where they’ve recognized that they’re not going to make everybody happy and they’ve made peace with it.” He gives Mark Zuckerberg as an example. “They realized at a certain point that whether I do the thing that I think everyone’s going to like or the thing that is more authentic to me, someone’s going to be pissed no matter what .So at the end of the day, I’m just going to do the thing that I think is right. And they’ve leaned more into authenticity instead of trying to say what they think people want to hear. And that does require you to have thick skin and some kind of high disagreeableness. And then they can actually do even more interesting stuff because they’re being themselves instead of trying to be liked.” This is something Brian himself is even trying to work on. And of course there are limits — you don’t want to get to a place where you’re listening to nobody. You want people around you have your best interest at heart and to listen to them. But for people who don’t have your best interest at heart, you need to build the ability to ignore them. “It’s a real superpower to care less what other people think — at least people who don’t have your best interests at heart.” Video source: Steven Bartlett (2022)

Startup Archive

30,193 次观看 • 5 个月前

Nick Saban shares what transformational leadership really looks like and the trap most leaders fall into. "If you're in any kind of managerial position, I think you should define your job the same way: Provide the leadership to develop the relationships to help people create and accomplish the opportunities that they have, and help them establish the discipline they need to do it." Then he broke down what leadership actually is: "Leadership is about helping somebody else, affecting somebody else for their benefit. Not for your benefit - for their benefit." "If you're doing it for your benefit, it's manipulation. And people can see right through that." That's the line right there... Leadership serves others. Manipulation serves yourself. "You gotta develop a relationship, because they gotta know you care. Hard to affect people if they don't think you care about them." Then he called out where most leaders spend their time: "How do you spend all your time? If you're a manager, you spend all your time with the people who don't do the right things. I call them energy vampires." "We got 5 guys on our team - they don't go to class, they don't do the right thing in practice, they loaf all the time. Those are the guys I meet with every day. They're energy vampires." So he made a commitment: "I'm gonna meet with 3 guys who didn't do anything wrong every day to see how they're doing. To make sure they know I care about them, their family, and what's happening in their life." "I wanna have a relationship with those people, so that when I need to affect them, I have a chance to do it." "People gotta know you care. If they think you only care about yourself, they're gonna think you're just a manipulator and you're not really going to affect them in a positive way." "You gotta serve other people." The core of servant leadership is wanting to see others at their best. It's not about control, it's about serving others. (🎥 CBT Automotive)

Nick Saban shares what transformational leadership really looks like and the trap most leaders fall into. "If you're in any kind of managerial position, I think you should define your job the same way: Provide the leadership to develop the relationships to help people create and accomplish the opportunities that they have, and help them establish the discipline they need to do it." Then he broke down what leadership actually is: "Leadership is about helping somebody else, affecting somebody else for their benefit. Not for your benefit - for their benefit." "If you're doing it for your benefit, it's manipulation. And people can see right through that." That's the line right there... Leadership serves others. Manipulation serves yourself. "You gotta develop a relationship, because they gotta know you care. Hard to affect people if they don't think you care about them." Then he called out where most leaders spend their time: "How do you spend all your time? If you're a manager, you spend all your time with the people who don't do the right things. I call them energy vampires." "We got 5 guys on our team - they don't go to class, they don't do the right thing in practice, they loaf all the time. Those are the guys I meet with every day. They're energy vampires." So he made a commitment: "I'm gonna meet with 3 guys who didn't do anything wrong every day to see how they're doing. To make sure they know I care about them, their family, and what's happening in their life." "I wanna have a relationship with those people, so that when I need to affect them, I have a chance to do it." "People gotta know you care. If they think you only care about yourself, they're gonna think you're just a manipulator and you're not really going to affect them in a positive way." "You gotta serve other people." The core of servant leadership is wanting to see others at their best. It's not about control, it's about serving others. (🎥 CBT Automotive)

Coach AJ 🎯 Mental Fitness

37,867 次观看 • 4 个月前