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Jake Paul explains why he thinks the UFC has started to decline: “I think there are a lot of weird things happening over at that organization. I believe they’ve lost touch with the pulse of their fans and making the fights that people want to see. I’ve also noticed...

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Mark Zuckerberg on Elon Musk’s acquisition of Twitter Elon Musk famously reduced head count by 80% after acquiring Twitter. It was controversial at the time, but Mark is asked what he thinks Elon did well during it. Mark responds: “You can agree or disagree with the exact tactics and how he did that. Every leader has their own style… But a lot of the specific principles that he pushed on: making the organization more technical, decreasing distance between engineers at the company and him, fewer layers of management. I think that those were generally good changes.” Mark also believes this was good for the technology industry as a whole: “My sense is that there were a lot of other people who thought that those were good changes, but who may have been a little shy about doing them. Just in my conversations with other founders and how people have reacted to the things we’ve done… When people see what Elon is doing, I think that gives people the ability to think through how to shape their organizations in a way that can be good for the industry and make all these companies more productive over time.” He continues: “So I think that was one thing where he was quite ahead of a bunch of the other companies on… And from the outside, it’s very hard to know. Did he cut too much? Did he not cut enough? I don’t think it’s my place to opine on that… But certainly his actions led me and, I think, a lot of other folks in the industry to think about, ‘Hey, are we doing this as much as we should? Could we make our companies better by pushing on some of these same principles?’” Video source: Lex Fridman (2023)

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Steve Jobs: The difference between good people and great people is 50-to-1 “I’ve always considered part of my job was to keep the quality level of people in the organizations I work with very high. I mean that’s what I consider one of the few things I can contribute individually myself — versus the team that work with — is to really try to instill in the organization the goal of having only A players.” Steve argues this is especially important in technology where there’s a huge range between the best person and the worst person: “In a lot of fields, the difference between, say, the worst taxicab driver and the best taxicab driver to get you across town in Manhattan might be 2-to-1. The best one will get you there in 15 minutes, the worst one will get you there in half an hour… Or the best cook and the worst cook, maybe it’s 3-to-1… But in the field that I’m in. In software in particular. The difference between the best person and the worst person is about 100-to-1 or more.” He continues: “The difference between a good software person and a great software person is probably 50-to-1 or 25-to-1. Huge dynamic range. And therefore, I have found — and not just in software but in almost everything I’ve done — it really pays to go after the best people in the world.” But as Steve points out, this isn’t always easy: “It’s very painful when you have some people that are not the best people in the world, and you have to get rid of them. But I’ve found that my job has sometimes been exactly that, to get rid of some of the people that didn’t measure up. And I’ve always tried to do it in a humane way, but nonetheless it has to be done and it’s not ever fun.”

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