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Leadership is the ability to solve problems. Seek problems because they reveal paths toward growth. But the best leaders don't just problem solve—they empower those they lead to take ownership, allowing them reps at problem solving, and creating more leaders in the process.

Buzz Williams

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28,439 Aufrufe • vor 1 Jahr •via X (Twitter)

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President Trump has shown us how easy it is to fix the crime problem. You crack down on it, you enforce the law, and you solve the problem. But these far-left leaders want the problems. Because they know if they never fix them, they can continue to pour our tax dollars into them and siphon money off for their side projects. That’s not a trade-off the American people are willing to take anymore.

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Naval Ravikant on the importance of hiring high-agency people Naval defines agency as: “People who just solve problems without even being asked to solve the problem—they identify the problem, they go solve it, they don’t even necessarily have to update you every step of the way, they’re not asking silly questions, and they’re just coming up with solutions.” He believes this is important because “building a startup is an infinite set of problems that are being thrown at you.” And there comes a day where you can’t even look at every problem your company is facing—let alone solve every one of them. He cites the Vinod Khosla aphorism: "The team you build is the company you build, not the plan you make.” And your ability to solve problems is based entirely on how many problem-solvers you have at your company. As Naval puts it: “If you have somebody who takes 10% of your time and management to solve problems, you can only have 10 of those people working with you. But if somebody takes 5%, you can have 20 of those people.” When building Airchat and AngelList, he thought of each team as a Navy Seal team: “Everyone is just really good at what they do. They know their job. They do it. They don’t complain. They’re not egotistical about it. And if they have to constantly be corrected, led around by the nose, you have to clean up after them, or you question their judgement, it’s not going to work out.”

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Keith Rabois on the “one person, one problem" framework he learned from Peter Thiel “You need to spend a lot of time focusing people. This is something I learned from Peter Thiel. He used to insist at PayPal that every single person could only do exactly one thing. And we all rebelled. You feel like it’s insulting to be asked to do just one thing, but Peter would enforce this pretty strictly.” Thiel would say: “I will not talk to you about anything else except for this one thing that I’ve assigned to you. I don’t want to hear about how great your doing in this other area. Just focus until you conquer this one problem.” Keith explains: “The insight behind this is that most people will solve problems that they understand how to solve. Roughly speaking, they will solve B+ problems instead of A+ problems. A+ problems are high-impact problems for your company but they’re difficult—you don’t wake up in the morning with a solution to them, so you tend to procrastinate… If you have a company that’s always solving B+ problems, you’ll grow and add value, but you’ll never create the breakthrough idea because no one is spending 100% of their time banging their head against the wall every day until they solve it.” Video source: Y Combinator (2014)

Keith Rabois on the “one person, one problem" framework he learned from Peter Thiel “You need to spend a lot of time focusing people. This is something I learned from Peter Thiel. He used to insist at PayPal that every single person could only do exactly one thing. And we all rebelled. You feel like it’s insulting to be asked to do just one thing, but Peter would enforce this pretty strictly.” Thiel would say: “I will not talk to you about anything else except for this one thing that I’ve assigned to you. I don’t want to hear about how great your doing in this other area. Just focus until you conquer this one problem.” Keith explains: “The insight behind this is that most people will solve problems that they understand how to solve. Roughly speaking, they will solve B+ problems instead of A+ problems. A+ problems are high-impact problems for your company but they’re difficult—you don’t wake up in the morning with a solution to them, so you tend to procrastinate… If you have a company that’s always solving B+ problems, you’ll grow and add value, but you’ll never create the breakthrough idea because no one is spending 100% of their time banging their head against the wall every day until they solve it.” Video source: Y Combinator (2014)

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