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Jeff Bezos explains what it means to disagree and commit “Disagree and commit is a really important principle that saves a lot of arguing.” Jeff Bezos begins. “In society, and inside companies, we have a bunch of mechanisms we use to resolve disputes. And a lot of them are...

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Jeff Bezos reveals why compromise is one of the worst ways to resolve a disagreement "An example of a really bad way of coming to agreement is compromise. If I say the ceiling is 11 feet and you say 12 feet, we say let's call it 11 and a half. That's compromise" "The advantage of compromise is it's low energy. But it doesn't lead to truth" "Another really bad resolution mechanism is who's more stubborn. Two executives disagree, they have a war of attrition, and whichever one gets exhausted first capitulates. You haven't arrived at truth, and this is very demoralizing" "Escalation is better than a war of attrition. Escalate to your boss and say, we can't agree, we like each other, we're respectful, but we strongly disagree, we need you to make a decision" "Exhausting the other person is not truth seeking. Compromise is not truth seeking"
3:16

Jeff Bezos reveals why compromise is one of the worst ways to resolve a disagreement "An example of a really bad way of coming to agreement is compromise. If I say the ceiling is 11 feet and you say 12 feet, we say let's call it 11 and a half. That's compromise" "The advantage of compromise is it's low energy. But it doesn't lead to truth" "Another really bad resolution mechanism is who's more stubborn. Two executives disagree, they have a war of attrition, and whichever one gets exhausted first capitulates. You haven't arrived at truth, and this is very demoralizing" "Escalation is better than a war of attrition. Escalate to your boss and say, we can't agree, we like each other, we're respectful, but we strongly disagree, we need you to make a decision" "Exhausting the other person is not truth seeking. Compromise is not truth seeking"

Jaynit

2,421,523 Aufrufe • vor 5 Monaten

Jeff Bezos reveals the simple phrase that saved him countless arguments running Amazon "Disagree and commit is a really important principle that saves a lot of arguing" "One of my direct reports would want to do something. I'd think it was a bad idea. We'd go back and forth and I'd often say, you know what, I don't think you're right, but I'm going to gamble with you" "You're closer to the ground truth than I am. I've known you for 20 years, you have great judgment" "At least then you've made a decision and I'm agreeing to commit to that decision. I'm not going to be second guessing it, sniping at it, or saying I told you so" "I'm going to try actively to help make sure it works. That's a really important teammate behavior"
2:25

Jeff Bezos reveals the simple phrase that saved him countless arguments running Amazon "Disagree and commit is a really important principle that saves a lot of arguing" "One of my direct reports would want to do something. I'd think it was a bad idea. We'd go back and forth and I'd often say, you know what, I don't think you're right, but I'm going to gamble with you" "You're closer to the ground truth than I am. I've known you for 20 years, you have great judgment" "At least then you've made a decision and I'm agreeing to commit to that decision. I'm not going to be second guessing it, sniping at it, or saying I told you so" "I'm going to try actively to help make sure it works. That's a really important teammate behavior"

Jaynit

1,197,057 Aufrufe • vor 5 Monaten

Liam Coen says analytics should inform decisions, never make them “We leverage analytics. Absolutely. We leverage it for the data and the information to make a decision, not to make the decision. That’s not how it goes. Ever.” “You have the data, AI, analytics, it is unreal. What are the true decisions that lie in the moment, in the now? What are the facts that you need to know? That’s great to leverage.” “We have game management. We have an analytics department to gather that information. But we are not making decisions solely based on those numbers. Ultimately, it has to come from the gut and from yourself.” “Is this the best decision for the Jacksonville Jaguars right now? Because that’s all you can live in. You’re living in every single play.” “I’m going to lean aggressive offensively, especially in year one when you’re trying to instill confidence. You’re trying to instill a mindset of, ‘Yeah, we are good.’ I believe we can go get fourth-and-two. We can.” “We talk about momentum a lot as a team. You can feel that. You can feel momentum. You know when you got it and you know when you don’t. I feed off that as a coach and I feed off the player’s energy on the grass and when they have confidence and momentum I want to roll with it, I want to keep it.” “When you have it you wanna stomp on it, you want to make them feel it.. That’s where the aggression comes in, you want to hold onto that and put your foot on the pedal. And as you grow as a coach there are times where you might be like, ‘Alright, may need to kick here. It’s going to be one of those kind of games.’” “So you have to be prepared, know your gut, go with your gut, feel this, all that’s going on around you, and make the best educated decision.”
3:21

Liam Coen says analytics should inform decisions, never make them “We leverage analytics. Absolutely. We leverage it for the data and the information to make a decision, not to make the decision. That’s not how it goes. Ever.” “You have the data, AI, analytics, it is unreal. What are the true decisions that lie in the moment, in the now? What are the facts that you need to know? That’s great to leverage.” “We have game management. We have an analytics department to gather that information. But we are not making decisions solely based on those numbers. Ultimately, it has to come from the gut and from yourself.” “Is this the best decision for the Jacksonville Jaguars right now? Because that’s all you can live in. You’re living in every single play.” “I’m going to lean aggressive offensively, especially in year one when you’re trying to instill confidence. You’re trying to instill a mindset of, ‘Yeah, we are good.’ I believe we can go get fourth-and-two. We can.” “We talk about momentum a lot as a team. You can feel that. You can feel momentum. You know when you got it and you know when you don’t. I feed off that as a coach and I feed off the player’s energy on the grass and when they have confidence and momentum I want to roll with it, I want to keep it.” “When you have it you wanna stomp on it, you want to make them feel it.. That’s where the aggression comes in, you want to hold onto that and put your foot on the pedal. And as you grow as a coach there are times where you might be like, ‘Alright, may need to kick here. It’s going to be one of those kind of games.’” “So you have to be prepared, know your gut, go with your gut, feel this, all that’s going on around you, and make the best educated decision.”

Josh Chambers

10,731 Aufrufe • vor 2 Monaten

Box CEO Aaron Levie’s 5 lessons for startup founders Lesson 1: Do something that wasn’t possible 3 years ago. “If you’re looking at a business opportunity that you could have done 5 or 10 years ago, it might be too late, or it might not be different enough to make a lot of people care. And that’s ultimately what it takes to scale. So look for new technologies that are enabling your solution. Box wasn’t possible in 2000. The enabling technology was cheaper storage, better browsers, more connected devices, faster internet.” Lesson 2: Do something you’re extremely passionate about. “Startups are very hard. There’s a lot of bad news that happens every single day. Bad things in the competitive space. Bad things with hiring. And you have to be able to push through. So you have to do something that’s actually really exciting, and that you’re going to be inspired about.” Lesson 3: Don’t compromise. “One of the coolest things about starting your own company is you get to make a lot of decisions. You don’t actually have to compromise or sacrifice on a lot of things. You don’t have to sacrifice on who you work with. You don’t have to compromise on how you’re going to do your marketing or how you’re going to build your technology… Ultimately, this is all in your control. you get to make these decisions and it’s a really exciting opportunity when you do.” Lesson 4: If you feel comfortable, you’re probably not doing it right. “There’s a lot of hard decisions that go into business. Who you’re going to work with, how you’re going to compete, what’s the right strategy? Are you going to raise money? Are you going to leave school? You’re going to have to go well beyond your comfort zone.” Lesson 5: Don’t write your obituary too early. “This is a mistake we’ve made a handful of times. We’ve been extremely competitive with Google, Microsoft, EMC, and these other large companies who normally we shouldn’t be afraid of. The venture capitalists are often afraid of these guys, but don’t write yourself off. Make sure that you keep on pushing. Make sure that you’re optimizing the right dimensions and areas you can beat [your competitors] in. That’s really important why we still have the company today.” Source: Stanford (Jan 2011)
2:15

Box CEO Aaron Levie’s 5 lessons for startup founders Lesson 1: Do something that wasn’t possible 3 years ago. “If you’re looking at a business opportunity that you could have done 5 or 10 years ago, it might be too late, or it might not be different enough to make a lot of people care. And that’s ultimately what it takes to scale. So look for new technologies that are enabling your solution. Box wasn’t possible in 2000. The enabling technology was cheaper storage, better browsers, more connected devices, faster internet.” Lesson 2: Do something you’re extremely passionate about. “Startups are very hard. There’s a lot of bad news that happens every single day. Bad things in the competitive space. Bad things with hiring. And you have to be able to push through. So you have to do something that’s actually really exciting, and that you’re going to be inspired about.” Lesson 3: Don’t compromise. “One of the coolest things about starting your own company is you get to make a lot of decisions. You don’t actually have to compromise or sacrifice on a lot of things. You don’t have to sacrifice on who you work with. You don’t have to compromise on how you’re going to do your marketing or how you’re going to build your technology… Ultimately, this is all in your control. you get to make these decisions and it’s a really exciting opportunity when you do.” Lesson 4: If you feel comfortable, you’re probably not doing it right. “There’s a lot of hard decisions that go into business. Who you’re going to work with, how you’re going to compete, what’s the right strategy? Are you going to raise money? Are you going to leave school? You’re going to have to go well beyond your comfort zone.” Lesson 5: Don’t write your obituary too early. “This is a mistake we’ve made a handful of times. We’ve been extremely competitive with Google, Microsoft, EMC, and these other large companies who normally we shouldn’t be afraid of. The venture capitalists are often afraid of these guys, but don’t write yourself off. Make sure that you keep on pushing. Make sure that you’re optimizing the right dimensions and areas you can beat [your competitors] in. That’s really important why we still have the company today.” Source: Stanford (Jan 2011)

Startup Archive

13,132 Aufrufe • vor 3 Monaten

Larry King said to me one day, “I’m going to be okay. I’m going to be okay. When I die I’m going to be okay.” I said, “Really. Why do you say that?” He said, “Because a well-known evangelist told me, because I’m Jewish God’s going to take special care of me.” Who bewitched him?Let’s Bewitched by False Doctrine — John MacArthur // August 20, 2017 Yes, believers can be bewitched. Let me make it simple: just as believers can sin against the holiness of God – and we do – they can sin against the truth of God. Just as believers can sin against the holiness of God, they can sin against the truth of God. There is so much confusion in the bewitched church that it is beyond definition. Paul is heartbroken over the bewitching. It’s a bewitching that comes about because people want popularity, because they want acceptance. If you can go on Oprah, as one self-confessed evangelical did, and Oprah says to you, “Do I, or does a person have to believe in Jesus Christ to enter heaven?” and you say, “No,” you have been bewitched. Larry King said to me one day, “I’m going to be okay. I’m going to be okay. When I die I’m going to be okay.” I said, “Really. Why do you say that?” He said, “Because a well-known evangelist told me, because I’m Jewish God’s going to take special care of me.” Who bewitched him? Let’s go back to the text then. “You foolish Galatians,” – “foolish” there and in verse 3, anotos. It means “without knowledge,” “ignorant,” “lacking in the power of perception,” “lacking in sense.” It means “deadness and impotence of intellect.” “You’re not using your sanctified minds, you foolish Galatians. Mindlessly you have been bewitched. You’re not thinking.” So many times Paul writes about a renewed mind: Romans 12, Ephesians 4, Colossians 3. “You need to be renewed in the spirit of your mind. Christianity is about clear thinking, O foolish Galatians.” J. B. Phillips’ translation says, “O you dear idiots, how can you be so stupid?” This was what our Lord said on the road to Emmaus, Luke 24. He said to those disciples, “O foolish and slow of heart to believe what the prophets have said. Why is it so hard for you to think and believe?” It’s not just mental inability. It’s the sinful heart, neglect of the truth. It’s a mind issue, but it’s a heart issue. The mind is not applied, carefully examining the truth, because the heart is not diligently devoted to that truth. Paul says, “You’re foolish, and you have become bewitched.” “Who has bewitched you?” is a rhetorical query. “Who cast a spell on you? Who confused you about the gospel?” Well, the Judaizers did it, of course, by their words and their false teachings. Paul is going to confront that in the most powerful, powerful way. By the way, as a footnote, if you have a King James Bible or a New King James you see another phrase there: “You foolish Galatians, who has bewitched you that you should not obey the truth?” Some of you have that in your text. That appears in some of the old manuscripts, but not the earliest ones, so it probably was added later for clarification. And I understand why; because being bewitched is equal to not obeying the truth. And we see that over in chapter 5, verse 7: “You were running well; who hindered you from obeying the truth?” So perhaps somebody along the way just pulled it from verse 7 and added it into verse 1 to kind of further explain it. That is exactly the case. If you have been bewitched, then you’re not obeying the truth. Even though it’s not in the original text, it certainly is an accurate assessment. “You are foolish, and in your foolishness you have allowed yourself to be bewitched.
8:43

Larry King said to me one day, “I’m going to be okay. I’m going to be okay. When I die I’m going to be okay.” I said, “Really. Why do you say that?” He said, “Because a well-known evangelist told me, because I’m Jewish God’s going to take special care of me.” Who bewitched him?Let’s Bewitched by False Doctrine — John MacArthur // August 20, 2017 Yes, believers can be bewitched. Let me make it simple: just as believers can sin against the holiness of God – and we do – they can sin against the truth of God. Just as believers can sin against the holiness of God, they can sin against the truth of God. There is so much confusion in the bewitched church that it is beyond definition. Paul is heartbroken over the bewitching. It’s a bewitching that comes about because people want popularity, because they want acceptance. If you can go on Oprah, as one self-confessed evangelical did, and Oprah says to you, “Do I, or does a person have to believe in Jesus Christ to enter heaven?” and you say, “No,” you have been bewitched. Larry King said to me one day, “I’m going to be okay. I’m going to be okay. When I die I’m going to be okay.” I said, “Really. Why do you say that?” He said, “Because a well-known evangelist told me, because I’m Jewish God’s going to take special care of me.” Who bewitched him? Let’s go back to the text then. “You foolish Galatians,” – “foolish” there and in verse 3, anotos. It means “without knowledge,” “ignorant,” “lacking in the power of perception,” “lacking in sense.” It means “deadness and impotence of intellect.” “You’re not using your sanctified minds, you foolish Galatians. Mindlessly you have been bewitched. You’re not thinking.” So many times Paul writes about a renewed mind: Romans 12, Ephesians 4, Colossians 3. “You need to be renewed in the spirit of your mind. Christianity is about clear thinking, O foolish Galatians.” J. B. Phillips’ translation says, “O you dear idiots, how can you be so stupid?” This was what our Lord said on the road to Emmaus, Luke 24. He said to those disciples, “O foolish and slow of heart to believe what the prophets have said. Why is it so hard for you to think and believe?” It’s not just mental inability. It’s the sinful heart, neglect of the truth. It’s a mind issue, but it’s a heart issue. The mind is not applied, carefully examining the truth, because the heart is not diligently devoted to that truth. Paul says, “You’re foolish, and you have become bewitched.” “Who has bewitched you?” is a rhetorical query. “Who cast a spell on you? Who confused you about the gospel?” Well, the Judaizers did it, of course, by their words and their false teachings. Paul is going to confront that in the most powerful, powerful way. By the way, as a footnote, if you have a King James Bible or a New King James you see another phrase there: “You foolish Galatians, who has bewitched you that you should not obey the truth?” Some of you have that in your text. That appears in some of the old manuscripts, but not the earliest ones, so it probably was added later for clarification. And I understand why; because being bewitched is equal to not obeying the truth. And we see that over in chapter 5, verse 7: “You were running well; who hindered you from obeying the truth?” So perhaps somebody along the way just pulled it from verse 7 and added it into verse 1 to kind of further explain it. That is exactly the case. If you have been bewitched, then you’re not obeying the truth. Even though it’s not in the original text, it certainly is an accurate assessment. “You are foolish, and in your foolishness you have allowed yourself to be bewitched.

Terri Green

24,691 Aufrufe • vor 1 Monat

Jeff Bezos: “Any high-performing organization has to have mechanisms and a culture that supports truth telling” As Jeff explains in the clip below: “Truths often don’t want to be heard. Important truths can be uncomfortable, awkward, exhausting, challenging. They can make people defensive, even if that’s not the intent. But any high-performing organization—whether it’s a sports team, a business, a political organization, or activist group—has to have mechanisms and a culture that supports truth telling.” And one of the things you have to do to support this kind of culture is talk about it: “You have to talk about the fact that it takes energy to do that. And you have to remind people that it’s ok that it’s uncomfortable. You have to literally tell people: it’s not what we’re designed to do as humans… we mostly survive by being social animals—cordial and cooperative.” He continues: “You also want to set up your culture so that the most junior person can overrule the most senior person.” And in every meeting Jeff attends, he always speaks last: “I know from experience that if I speak first, even very strong-willed, highly-intelligent participants of that meeting will [wonder if their ideas are incorrect because they’re different from Jeff’s]… Ideally you try to have the most junior go first and then go in order of seniority so that you can hear everyone’s opinion in an unfiltered way… Because we really do change our opinions—if somebody you really respect says something, it makes you change your mind a little.” Jeff also points out that a lot of the most powerful truths aren’t always based on data—they turn out to be hunches, are based on anecdotes, or are intuition-based: “You may feel yourself leaning in. It may resonate with a set of anecdotes you have. And then you may be able to say: ‘something about that feels right. Let’s go collect some data on that and try to see if we can know if it’s right.’” And lastly he discusses fighting inherent biases. For example, most companies usually have an optimism bias. As Jeff explains: “If there are two interpretations of a new set of data—one is happy and the other is unhappy—it’s a little dangerous to jump to the conclusion that the happy interpretation is right. You may want to compensate for that human bias of trying to find the silver lining and say ‘that might be good, but I’m gonna go with it’s bad for now until we’re sure.’”
4:11

Jeff Bezos: “Any high-performing organization has to have mechanisms and a culture that supports truth telling” As Jeff explains in the clip below: “Truths often don’t want to be heard. Important truths can be uncomfortable, awkward, exhausting, challenging. They can make people defensive, even if that’s not the intent. But any high-performing organization—whether it’s a sports team, a business, a political organization, or activist group—has to have mechanisms and a culture that supports truth telling.” And one of the things you have to do to support this kind of culture is talk about it: “You have to talk about the fact that it takes energy to do that. And you have to remind people that it’s ok that it’s uncomfortable. You have to literally tell people: it’s not what we’re designed to do as humans… we mostly survive by being social animals—cordial and cooperative.” He continues: “You also want to set up your culture so that the most junior person can overrule the most senior person.” And in every meeting Jeff attends, he always speaks last: “I know from experience that if I speak first, even very strong-willed, highly-intelligent participants of that meeting will [wonder if their ideas are incorrect because they’re different from Jeff’s]… Ideally you try to have the most junior go first and then go in order of seniority so that you can hear everyone’s opinion in an unfiltered way… Because we really do change our opinions—if somebody you really respect says something, it makes you change your mind a little.” Jeff also points out that a lot of the most powerful truths aren’t always based on data—they turn out to be hunches, are based on anecdotes, or are intuition-based: “You may feel yourself leaning in. It may resonate with a set of anecdotes you have. And then you may be able to say: ‘something about that feels right. Let’s go collect some data on that and try to see if we can know if it’s right.’” And lastly he discusses fighting inherent biases. For example, most companies usually have an optimism bias. As Jeff explains: “If there are two interpretations of a new set of data—one is happy and the other is unhappy—it’s a little dangerous to jump to the conclusion that the happy interpretation is right. You may want to compensate for that human bias of trying to find the silver lining and say ‘that might be good, but I’m gonna go with it’s bad for now until we’re sure.’”

Startup Archive

1,187,674 Aufrufe • vor 2 Jahren

$ABCL CEO Carl Hansen explains the net negative overall value creation in biotech and how AbCellera plans to beat it: “I really think it can be beat because there’s a lot of mistakes that get made in where you allocate capital.” “If you’re a biotech and you start a company on a drug, and you go public and have a drug, and now the data is looking not that great, you just keep running that drug. … Because if you quit that drug, the company is done.” “So, because you’re so concentrated on one thing, you end up having blinders. It’s like a cult of a molecule. And even a real, practical, capital access problem that makes you continue to move things forward” ______________________________________ “Another problem is that many of the drugs that get started, get started by people who don’t understand the competitive or commercial landscape and have no intent of ever actually manufacturing it. … Because they know someone else is going to buy it. So then their framework is not ‘Am I making a drug that’s going to make a difference for people?’ The framework is ‘Can I make something that I think someone will take off my hands?’ And that happens a lot.” “There are many acquisitions where a big pharma company spends $10B, $20B, and it’s a complete bust. So really no value is generated for patients but someone was able to get a good exit on that because they anticipated what someone would want. And a lot of decision making gets done like that”. _______________________________________ “I’m not saying that we have this all solved. But what we’re trying to do is create a framework where we are able to take many bets so that we don’t fall in love with anything, or we don’t have to fall in love with anything. … And then always hold up very explicitly what we know and what we don’t know along the dimensions that matter. The dimensions that matter are - Will it work? That’s a science. - When it gets where will people care? - Is it differentiated? - Does it solve a big problem? In order to get it there, is there a path with our resources and expertise that would allow us to see it through?” “When you start to hold things up like that, you start to see where the mistakes are, where the uncertainties are, and you can be more rational in deciding ‘We’re going to run it to here because we get to flip the card and if the card goes the wrong way we’re going to kill it because we’ve got something else behind it.’” “I do think that if done right, and if you can pick the right opportunities, the success rate can be well higher than an order of magnitude better. … And there are examples of this… companies I’ve mentioned, you know, Regeneron, their success rate is at least 10x the industry in bringing programs forward and getting them approved. … So it’s… you can do it better that way”
3:50

$ABCL CEO Carl Hansen explains the net negative overall value creation in biotech and how AbCellera plans to beat it: “I really think it can be beat because there’s a lot of mistakes that get made in where you allocate capital.” “If you’re a biotech and you start a company on a drug, and you go public and have a drug, and now the data is looking not that great, you just keep running that drug. … Because if you quit that drug, the company is done.” “So, because you’re so concentrated on one thing, you end up having blinders. It’s like a cult of a molecule. And even a real, practical, capital access problem that makes you continue to move things forward” ______________________________________ “Another problem is that many of the drugs that get started, get started by people who don’t understand the competitive or commercial landscape and have no intent of ever actually manufacturing it. … Because they know someone else is going to buy it. So then their framework is not ‘Am I making a drug that’s going to make a difference for people?’ The framework is ‘Can I make something that I think someone will take off my hands?’ And that happens a lot.” “There are many acquisitions where a big pharma company spends $10B, $20B, and it’s a complete bust. So really no value is generated for patients but someone was able to get a good exit on that because they anticipated what someone would want. And a lot of decision making gets done like that”. _______________________________________ “I’m not saying that we have this all solved. But what we’re trying to do is create a framework where we are able to take many bets so that we don’t fall in love with anything, or we don’t have to fall in love with anything. … And then always hold up very explicitly what we know and what we don’t know along the dimensions that matter. The dimensions that matter are - Will it work? That’s a science. - When it gets where will people care? - Is it differentiated? - Does it solve a big problem? In order to get it there, is there a path with our resources and expertise that would allow us to see it through?” “When you start to hold things up like that, you start to see where the mistakes are, where the uncertainties are, and you can be more rational in deciding ‘We’re going to run it to here because we get to flip the card and if the card goes the wrong way we’re going to kill it because we’ve got something else behind it.’” “I do think that if done right, and if you can pick the right opportunities, the success rate can be well higher than an order of magnitude better. … And there are examples of this… companies I’ve mentioned, you know, Regeneron, their success rate is at least 10x the industry in bringing programs forward and getting them approved. … So it’s… you can do it better that way”

Jack Prescott

31,665 Aufrufe • vor 3 Monaten

Jeff Bezos explains why “wandering” is essential for invention “Wandering is so important because wandering is a kind of humility,” Jeff Bezos begins. “Wandering sounds so inefficient, but the only way to go straight to your destination is if you know where you’re going.” Jeff continues: “Sometimes you know where you’re going. But sometimes you don’t. And wandering is the acknowledgement that — in life, business, invention, and building a company — a lot of the time you can see the mountain top, but you can’t see the trail. So you have to explore and wander. It may feel very inefficient. But it’s actually very valuable.” Ultimately, Jeff explains, you need to balance execution and exploration: “When you know where you’re going, yes, you should be very efficient . . . You just need to do both [exploration and determined execution]. And they actually do feed each other. It’s the things that come out of the execution that give you new data and ideas about what the next steps should be in your exploration. The two things don’t work against each other. They work together.” Video source: Reuters (2025)
2:38

Jeff Bezos explains why “wandering” is essential for invention “Wandering is so important because wandering is a kind of humility,” Jeff Bezos begins. “Wandering sounds so inefficient, but the only way to go straight to your destination is if you know where you’re going.” Jeff continues: “Sometimes you know where you’re going. But sometimes you don’t. And wandering is the acknowledgement that — in life, business, invention, and building a company — a lot of the time you can see the mountain top, but you can’t see the trail. So you have to explore and wander. It may feel very inefficient. But it’s actually very valuable.” Ultimately, Jeff explains, you need to balance execution and exploration: “When you know where you’re going, yes, you should be very efficient . . . You just need to do both [exploration and determined execution]. And they actually do feed each other. It’s the things that come out of the execution that give you new data and ideas about what the next steps should be in your exploration. The two things don’t work against each other. They work together.” Video source: Reuters (2025)

Startup Archive

149,964 Aufrufe • vor 1 Jahr

Elon Musk: “You’d think that if you’re going to be appointed as a judge, you have to have proven that you have an excellent knowledge of the law and that you will make your decisions according to the law. That’s what we assume should be a requirement. You’ve got to know what the law is, and then you need to make decisions in accordance with the law. Not vibes. You can’t be just vibing as a judge.”
0:58

Elon Musk: “You’d think that if you’re going to be appointed as a judge, you have to have proven that you have an excellent knowledge of the law and that you will make your decisions according to the law. That’s what we assume should be a requirement. You’ve got to know what the law is, and then you need to make decisions in accordance with the law. Not vibes. You can’t be just vibing as a judge.”

Mars University

13,100,365 Aufrufe • vor 6 Monaten

Canadian astronaut Jeremy Hansen just told President Trump his leadership in space exploration is truly extraordinary. Trump replied that he spoke to Wayne Gretzky — and The Great One is very proud of him. HANSEN: “While I have the microphone, sir, I just want to thank you on behalf of Canada.” “The space leadership you spoke of from America is truly is extraordinary.” “I’ve said this many times before, a nation that leads like that and creates and sets big goals for humanity, that brings other countries along with it is truly incredible.” “And I know that’s a very intentional, not a necessary decision, intentional decision to lead by example and to allow other countries like Canada to share our gifts and help you achieve these mutually beneficial goals, like establishing a presence on the moon and eventually going to Mars.” “And Canadians are so proud to be a part of this program.” TRUMP: “Well, I have to say, I spoke to a very special person, Wayne Gretzky, who I think, you know, The Great One, and I spoke to your prime minister and many other friends I have in Canada.” “They are so proud of you.” “And you have a lot of courage. I’m not sure if they’d want to do that. I’m not even sure if The Great One would want to do that, to be honest with you.”
1:11

Canadian astronaut Jeremy Hansen just told President Trump his leadership in space exploration is truly extraordinary. Trump replied that he spoke to Wayne Gretzky — and The Great One is very proud of him. HANSEN: “While I have the microphone, sir, I just want to thank you on behalf of Canada.” “The space leadership you spoke of from America is truly is extraordinary.” “I’ve said this many times before, a nation that leads like that and creates and sets big goals for humanity, that brings other countries along with it is truly incredible.” “And I know that’s a very intentional, not a necessary decision, intentional decision to lead by example and to allow other countries like Canada to share our gifts and help you achieve these mutually beneficial goals, like establishing a presence on the moon and eventually going to Mars.” “And Canadians are so proud to be a part of this program.” TRUMP: “Well, I have to say, I spoke to a very special person, Wayne Gretzky, who I think, you know, The Great One, and I spoke to your prime minister and many other friends I have in Canada.” “They are so proud of you.” “And you have a lot of courage. I’m not sure if they’d want to do that. I’m not even sure if The Great One would want to do that, to be honest with you.”

Overton

71,943 Aufrufe • vor 7 Monaten

Jeff Bezos explains why “wandering” is essential for invention “Wandering is so important because wandering is a kind of humility,” Jeff Bezos begins. “Wandering sounds so inefficient, but the only way to go straight to your destination is if you know where you’re going.” Jeff continues: “Sometimes you know where you’re going. But sometimes you don’t. And wandering is the acknowledgement that — in life, business, invention, and building a company — a lot of the time you can see the mountain top, but you can’t see the trail. So you have to explore and wander. It may feel very inefficient. But it’s actually very valuable.” Ultimately, Jeff explains, you need to balance execution and exploration: “When you know where you’re going, yes, you should be very efficient . . . You just need to do both [exploration and determined execution]. And they actually do feed each other. It’s the things that come out of the execution that give you new data and ideas about what the next steps should be in your exploration. The two things don’t work against each other. They work together.” Source: Reuters (Oct 2025)
2:38

Jeff Bezos explains why “wandering” is essential for invention “Wandering is so important because wandering is a kind of humility,” Jeff Bezos begins. “Wandering sounds so inefficient, but the only way to go straight to your destination is if you know where you’re going.” Jeff continues: “Sometimes you know where you’re going. But sometimes you don’t. And wandering is the acknowledgement that — in life, business, invention, and building a company — a lot of the time you can see the mountain top, but you can’t see the trail. So you have to explore and wander. It may feel very inefficient. But it’s actually very valuable.” Ultimately, Jeff explains, you need to balance execution and exploration: “When you know where you’re going, yes, you should be very efficient . . . You just need to do both [exploration and determined execution]. And they actually do feed each other. It’s the things that come out of the execution that give you new data and ideas about what the next steps should be in your exploration. The two things don’t work against each other. They work together.” Source: Reuters (Oct 2025)

Startup Archive

27,992 Aufrufe • vor 5 Monaten

Elon Musk on the physics of truth: “Truth is not an easy thing But you can aspire to the truth. You can try to get as close to the truth as possible with minimum error while acknowledging that there will be some error in what you’re saying This is how physics works. You don’t say you’re absolutely certain about something, but a lot of things are extremely likely Aspiring to the truth is very important”
0:22

Elon Musk on the physics of truth: “Truth is not an easy thing But you can aspire to the truth. You can try to get as close to the truth as possible with minimum error while acknowledging that there will be some error in what you’re saying This is how physics works. You don’t say you’re absolutely certain about something, but a lot of things are extremely likely Aspiring to the truth is very important”

X Freeze

800,260 Aufrufe • vor 5 Monaten

Unity is good, but truth is better. And sometimes, truth divides. Why does this happen so much more on the right than on the left? Because the left is seeking to destroy - the church, the family, the West - and destruction requires little agreement. Use whatever tool you want, however you want. Just take it down. But, on the right, we’re seeking to build something. And when you’re building something, you have to agree on a lot. What are you building? What materials should you use? Which tools? And, most importantly, what’s our foundation? As Christians, we hold that the foundation of any flourishing civilization is that we were created in the image of a God whose power transcends the government’s. He alone is the giver of rights and the determinant of right and wrong. We can’t compromise on that, because without that truth, nothing else in conservatism holds together. Our job isn’t to compromise on our foundation for the sake of “unity.” It’s to do everything we can to pull people over to our side—to what’s good, right, and true.
1:44

Unity is good, but truth is better. And sometimes, truth divides. Why does this happen so much more on the right than on the left? Because the left is seeking to destroy - the church, the family, the West - and destruction requires little agreement. Use whatever tool you want, however you want. Just take it down. But, on the right, we’re seeking to build something. And when you’re building something, you have to agree on a lot. What are you building? What materials should you use? Which tools? And, most importantly, what’s our foundation? As Christians, we hold that the foundation of any flourishing civilization is that we were created in the image of a God whose power transcends the government’s. He alone is the giver of rights and the determinant of right and wrong. We can’t compromise on that, because without that truth, nothing else in conservatism holds together. Our job isn’t to compromise on our foundation for the sake of “unity.” It’s to do everything we can to pull people over to our side—to what’s good, right, and true.

Allie Beth Stuckey

586,368 Aufrufe • vor 10 Monaten

Vinod Khosla reveals Sam Altman admitted nobody tells him where he is “screwing up,” and explains why startups fail when private doubts go unspoken “By the way, I was just talking to Sam Altman. He was here earlier this week. We were having dinner. I said, ‘Sam, your hardest problem is nobody’s going to be brutally honest with you and tell you you’re screwed up in X or Y.’ Like, literally, I told him that.” “And he said, ‘Yeah, nobody says that to me. Like, where am I screwing up?’” “And there’s a great book by a woman called Margaret Heffernan. I said to him, ‘You should invite her to come speak to your senior management team.’ And she’s given a TED Talk, which is the easy way to look at it, called Dare to Disagree.” “She talks about where people don’t disagree even if they know something’s wrong. And then very often you don’t know something’s wrong, but you have a hunch. So you’re not even sure of your own opinion. But if you don’t bring it up in a group meeting, you can’t discuss it. And there may be three other people in the room that are worried about the same thing.” “And very often when startups go wrong, people say, ‘You know, I thought that two years or three years ago,’ and somebody else will say, ‘I thought that too,’ but they never surfaced it for discussion.” “Discussion is always a good thing. Disagreement is always a good thing. As Jeff Bezos says, you want to have that discussion, then you want to have the team agree and commit or disagree and commit. But you want one strategy, and that’s what the founder does or the CEO does.”
1:37

Vinod Khosla reveals Sam Altman admitted nobody tells him where he is “screwing up,” and explains why startups fail when private doubts go unspoken “By the way, I was just talking to Sam Altman. He was here earlier this week. We were having dinner. I said, ‘Sam, your hardest problem is nobody’s going to be brutally honest with you and tell you you’re screwed up in X or Y.’ Like, literally, I told him that.” “And he said, ‘Yeah, nobody says that to me. Like, where am I screwing up?’” “And there’s a great book by a woman called Margaret Heffernan. I said to him, ‘You should invite her to come speak to your senior management team.’ And she’s given a TED Talk, which is the easy way to look at it, called Dare to Disagree.” “She talks about where people don’t disagree even if they know something’s wrong. And then very often you don’t know something’s wrong, but you have a hunch. So you’re not even sure of your own opinion. But if you don’t bring it up in a group meeting, you can’t discuss it. And there may be three other people in the room that are worried about the same thing.” “And very often when startups go wrong, people say, ‘You know, I thought that two years or three years ago,’ and somebody else will say, ‘I thought that too,’ but they never surfaced it for discussion.” “Discussion is always a good thing. Disagreement is always a good thing. As Jeff Bezos says, you want to have that discussion, then you want to have the team agree and commit or disagree and commit. But you want one strategy, and that’s what the founder does or the CEO does.”

Fireside Alpha

89,034 Aufrufe • vor 1 Monat

Ben Horowitz advice to CEOs “You want to be liked and respected in the long-run. Not the short-run.” “You have to be able to tell [your team] the truth in a way that you probably don’t tell most of your friends the truth,” the a16z co-founder explains. “Anthropologically, we want people to like us so we tell them what they want to hear. But on a company level or if your on the board of somebody’s company, you have to be able to tell them what they don’t want to hear. That’s the most important thing you’re going to say. And yes, they’re not going to like it when you say, but over time it can save the company.” Ben continues: “That’s what leadership is about. If everybody agrees with the decision, then you didn’t add any value, because they would’ve done that without you. The only value you ever add is when you make a decision that most people don’t like, and that’s where leadership comes in… That’s the thing that takes practice.” He gives Nvidia CEO Jensen Huang as an example: “When Jensen talks about how you have to get to near-death to get yourself to do that, I think that’s true. It’s hard to build that [muscle of telling people what they don’t want to hear] if everything is going great.” Source: Lenny Rachitsky (Sep 2025)
2:02

Ben Horowitz advice to CEOs “You want to be liked and respected in the long-run. Not the short-run.” “You have to be able to tell [your team] the truth in a way that you probably don’t tell most of your friends the truth,” the a16z co-founder explains. “Anthropologically, we want people to like us so we tell them what they want to hear. But on a company level or if your on the board of somebody’s company, you have to be able to tell them what they don’t want to hear. That’s the most important thing you’re going to say. And yes, they’re not going to like it when you say, but over time it can save the company.” Ben continues: “That’s what leadership is about. If everybody agrees with the decision, then you didn’t add any value, because they would’ve done that without you. The only value you ever add is when you make a decision that most people don’t like, and that’s where leadership comes in… That’s the thing that takes practice.” He gives Nvidia CEO Jensen Huang as an example: “When Jensen talks about how you have to get to near-death to get yourself to do that, I think that’s true. It’s hard to build that [muscle of telling people what they don’t want to hear] if everything is going great.” Source: Lenny Rachitsky (Sep 2025)

Startup Archive

25,394 Aufrufe • vor 4 Monaten

Jeff Bezos on how to be innovative “To me, true innovation is something that is not only an invention but an improvement,” Jeff explains. “It’s not hard to make things different, but it is hard to make things different and better.” In Jeff’s view, there are endless opportunities for innovation: “Most of the problems in the world already have solutions of one kind or another, and all of those solutions can be improved upon. There’s no chance that anything is perfected yet. I don’t believe that . . . People have been working on solutions to most problems for a long time, but it wasn’t that long ago that somebody figured out that you should add wheels to suitcases. Pretty good improvement!” It’s hard work though, Jeff caveats: “It’s easy to have ideas. It’s very hard to turn an idea into a successful product. There are a lot of steps in between and it takes persistence and relentlessness. I always tell people who think they want to be entrepreneurs that you need a combination of stubborn relentlessness and flexibility. And you have to know when to be which.” Jeff explains: “Basically you need to be stubborn on your vision because otherwise it’ll be too easy to give up. But you need to be very flexible on the details because as you go along pursuing your vision, you’ll find that some of your preconceptions were wrong, and you’re going to need to be able to change those things.” He concludes: “Taking an idea successfully all the way to market and turning it into a real product that people care about and really improves people’s lives is a lot of hard work.”
1:50

Jeff Bezos on how to be innovative “To me, true innovation is something that is not only an invention but an improvement,” Jeff explains. “It’s not hard to make things different, but it is hard to make things different and better.” In Jeff’s view, there are endless opportunities for innovation: “Most of the problems in the world already have solutions of one kind or another, and all of those solutions can be improved upon. There’s no chance that anything is perfected yet. I don’t believe that . . . People have been working on solutions to most problems for a long time, but it wasn’t that long ago that somebody figured out that you should add wheels to suitcases. Pretty good improvement!” It’s hard work though, Jeff caveats: “It’s easy to have ideas. It’s very hard to turn an idea into a successful product. There are a lot of steps in between and it takes persistence and relentlessness. I always tell people who think they want to be entrepreneurs that you need a combination of stubborn relentlessness and flexibility. And you have to know when to be which.” Jeff explains: “Basically you need to be stubborn on your vision because otherwise it’ll be too easy to give up. But you need to be very flexible on the details because as you go along pursuing your vision, you’ll find that some of your preconceptions were wrong, and you’re going to need to be able to change those things.” He concludes: “Taking an idea successfully all the way to market and turning it into a real product that people care about and really improves people’s lives is a lot of hard work.”

Startup Archive

13,007 Aufrufe • vor 9 Monaten

Sarah Guo on being contrarian: "Unlike my good friends at Founders Fund, I don't have an instinct to be contrarian. But it is so fundamental to decide what you think and not worry too much about what other people think. And 'other people' is like the dominant narratives of the period, or even what different players in the ecosystem that are really important, declare one way or another. I think you just need to find the truth. If you find the truth and it's wrongly priced and you hold onto that, you're in a good position. You want asymmetric information, and then the confidence to hold the opinion when other people haven't come around to it yet. I think a lot about how to make sure we have the information that is better than other people's, and then protect ourselves from noise."
1:00

Sarah Guo on being contrarian: "Unlike my good friends at Founders Fund, I don't have an instinct to be contrarian. But it is so fundamental to decide what you think and not worry too much about what other people think. And 'other people' is like the dominant narratives of the period, or even what different players in the ecosystem that are really important, declare one way or another. I think you just need to find the truth. If you find the truth and it's wrongly priced and you hold onto that, you're in a good position. You want asymmetric information, and then the confidence to hold the opinion when other people haven't come around to it yet. I think a lot about how to make sure we have the information that is better than other people's, and then protect ourselves from noise."

Patrick OShaughnessy

122,943 Aufrufe • vor 2 Monaten

Andrew Whitworth says Nick Saban was the only coach willing to tell him the uncomfortable truth during his recruitment, while other schools promised he could remain a tight end, Saban told him he was actually an offensive tackle and framed the decision in a way Whitworth would remember for the rest of his life “Then Nick Saban got the job at LSU and came to my house. And basically he said, ‘I’m going to be honest with you. I don’t think anybody else is telling you this. You can go to these schools and they’ll sign you as a tight end, but eventually they’re going to move you to tackle. I want to tell you that from the beginning. If you move to tackle, I think you can play in the NFL for as long as you want and have an unbelievable career.’” “Then he told me, ‘It won’t be a 4-year decision, it’ll be a 40-year one.’ And boy, he couldn’t have nailed it much better.” “That’s what makes Nick Saban who he is. He had the ability to have a vision for his players, what they were and what they could become, and deliver that message in a way where you had to respect it.” “I think having tough conversations is probably the mark of some of the best leaders and coaches I’ve ever been around. There are a lot of people who can coach well. There are a lot of people who can lead well.” “But the elite ones can have the tough, hard conversations.” “You might not walk out of the room loving what they said, but you appreciate the message. And you appreciate the guts it takes for somebody to tell you something you might not want to hear.”
3:26

Andrew Whitworth says Nick Saban was the only coach willing to tell him the uncomfortable truth during his recruitment, while other schools promised he could remain a tight end, Saban told him he was actually an offensive tackle and framed the decision in a way Whitworth would remember for the rest of his life “Then Nick Saban got the job at LSU and came to my house. And basically he said, ‘I’m going to be honest with you. I don’t think anybody else is telling you this. You can go to these schools and they’ll sign you as a tight end, but eventually they’re going to move you to tackle. I want to tell you that from the beginning. If you move to tackle, I think you can play in the NFL for as long as you want and have an unbelievable career.’” “Then he told me, ‘It won’t be a 4-year decision, it’ll be a 40-year one.’ And boy, he couldn’t have nailed it much better.” “That’s what makes Nick Saban who he is. He had the ability to have a vision for his players, what they were and what they could become, and deliver that message in a way where you had to respect it.” “I think having tough conversations is probably the mark of some of the best leaders and coaches I’ve ever been around. There are a lot of people who can coach well. There are a lot of people who can lead well.” “But the elite ones can have the tough, hard conversations.” “You might not walk out of the room loving what they said, but you appreciate the message. And you appreciate the guts it takes for somebody to tell you something you might not want to hear.”

Josh Chambers

606,424 Aufrufe • vor 1 Monat

🗣️ Mikel Arteta on the possibility of players leaving who have been here a long time: "It's a really, really tough moment, you need to face that reality. But you need to face it with real honesty and transparency because when you are on the other side, that's exactly what you need. "You might not like what you've been told, but if it's truthful, if it's the reality, if it's honest and it's going to help you to make better decisions and have more clarity for the next steps in your career, you have to do that. "These are always very difficult conversations, but they need to be done. It's like when a player doesn't feel that he belongs or he's important, he wants to have a different chapter, I think that communication has to exist and it has to be both ways. "We all know, everything has a start and has an end. When it comes to the end, I think our duty, our responsibility is to do it in the best possible way, maintaining the respect and admiration for the player and the relationship, but understanding that at the end, we need to make football decisions."
1:21

🗣️ Mikel Arteta on the possibility of players leaving who have been here a long time: "It's a really, really tough moment, you need to face that reality. But you need to face it with real honesty and transparency because when you are on the other side, that's exactly what you need. "You might not like what you've been told, but if it's truthful, if it's the reality, if it's honest and it's going to help you to make better decisions and have more clarity for the next steps in your career, you have to do that. "These are always very difficult conversations, but they need to be done. It's like when a player doesn't feel that he belongs or he's important, he wants to have a different chapter, I think that communication has to exist and it has to be both ways. "We all know, everything has a start and has an end. When it comes to the end, I think our duty, our responsibility is to do it in the best possible way, maintaining the respect and admiration for the player and the relationship, but understanding that at the end, we need to make football decisions."

Connor Humm

143,296 Aufrufe • vor 2 Monaten