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Mark Zuckerberg is running Meta's superintelligence lab like a startup. When I interviewed him, he told me the principles on how he built the team: "You don't need many hundreds of people. You need 50 to 100 people. It's a group science project who can keep the whole thing... in their head at once. Seats on the boat are precious." "If someone is not pulling their weight on that, it has this huge negative effect in the way that it doesn't have on other parts of the company" "I wanna know who the top AI researchers are, and I wanna personally have relationships with them, and build the strongest team we can." His rules for running it: - If someone isn't pulling their weight, it has an outsized negative effect, so he personally went out and recruited every top researcher himself - No top-down deadlines. "It's research. You don't know how long the thing is gonna take." - Keep the org flat. No non-technical management layers, because once someone stops doing the work, "the knowledge decays."show more

Rowan Cheung

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163,357 просмотров • 3 дней назад •via X (Twitter)

Наука и технологии Образование Новости и политика

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Brian still spends over two hours a day on recruiting and personally hires the top 200 people at Airbnb. I loved this idea of being in the flow of talent to find the best people: "Don't do searches. Build pipelines. I try to map out all the best people in the Valley. So let's say I need to hire really good engineers. I don't do searches. I just informationally meet the best engineers in the world. Every meeting, the job is to get the next meeting, meet someone else. The mistake people make when they hire. They go, "I need to hire a blank." So they hire a search firm. They give you 50 profiles, and you pick the best one. That is the wrong way to do it. The best way to do it is pipeline recruiting. You're constantly recruiting, you're constantly meeting people. in advance of searches. And all of it is referral based. The two ways to find out if people are good – is to start with the results and work backwards to the people. Find an ad you like and figure out who made that ad. Start with the results. Work backwards to people. Don't start with the resume. The other thing to do is just keep asking people to build your Rolodex. The moment I find somebody that's really good, I ask them who all the best people they know are. And I build these little mafias and they tell you who the other good people are. I am the co-hiring manager for the top 200 people in the company. This is very radical. A lot of CEOs think it's their job to hire their executive team, and their executive team hires their team. I think that is fatal. You always want to be marrying up, hiring people of the future. It should be like we're reaching. If you can hire them without my help, we're not reaching far enough. You want to hire the very best person you can."

Brian still spends over two hours a day on recruiting and personally hires the top 200 people at Airbnb. I loved this idea of being in the flow of talent to find the best people: "Don't do searches. Build pipelines. I try to map out all the best people in the Valley. So let's say I need to hire really good engineers. I don't do searches. I just informationally meet the best engineers in the world. Every meeting, the job is to get the next meeting, meet someone else. The mistake people make when they hire. They go, "I need to hire a blank." So they hire a search firm. They give you 50 profiles, and you pick the best one. That is the wrong way to do it. The best way to do it is pipeline recruiting. You're constantly recruiting, you're constantly meeting people. in advance of searches. And all of it is referral based. The two ways to find out if people are good – is to start with the results and work backwards to the people. Find an ad you like and figure out who made that ad. Start with the results. Work backwards to people. Don't start with the resume. The other thing to do is just keep asking people to build your Rolodex. The moment I find somebody that's really good, I ask them who all the best people they know are. And I build these little mafias and they tell you who the other good people are. I am the co-hiring manager for the top 200 people in the company. This is very radical. A lot of CEOs think it's their job to hire their executive team, and their executive team hires their team. I think that is fatal. You always want to be marrying up, hiring people of the future. It should be like we're reaching. If you can hire them without my help, we're not reaching far enough. You want to hire the very best person you can."

Patrick OShaughnessy

316,842 просмотров • 2 месяцев назад

Ilya on research taste: “One thing that guides me personally is an aesthetic of how AI should be by thinking about how people are. There's no room for ugliness. It's just beauty, simplicity, elegance, with correct inspiration from the brain. The more they are present, the more confident you can be in a top-down belief. The top-down belief is the thing that sustains you when the experiments contradict you. Because if you just trust the data all the time, sometimes you can be doing a correct thing, but there's a bug. How do you know if you should keep debugging or you conclude it's the wrong direction? You must say that things have to be this way, therefore we've got to keep going. That's the top-down belief, and it's based on this multifaceted beauty and inspiration by the brain.”

Ilya on research taste: “One thing that guides me personally is an aesthetic of how AI should be by thinking about how people are. There's no room for ugliness. It's just beauty, simplicity, elegance, with correct inspiration from the brain. The more they are present, the more confident you can be in a top-down belief. The top-down belief is the thing that sustains you when the experiments contradict you. Because if you just trust the data all the time, sometimes you can be doing a correct thing, but there's a bug. How do you know if you should keep debugging or you conclude it's the wrong direction? You must say that things have to be this way, therefore we've got to keep going. That's the top-down belief, and it's based on this multifaceted beauty and inspiration by the brain.”

Dwarkesh Patel

164,581 просмотров • 8 месяцев назад

Zuck on his massive AI researcher deals. Unlike other Meta software roles, he says building LLMs is like a “group science project” and best to have “the smallest group of people who can fit the whole thing in their head at once.” So, the investment for each hire can be huge.

Zuck on his massive AI researcher deals. Unlike other Meta software roles, he says building LLMs is like a “group science project” and best to have “the smallest group of people who can fit the whole thing in their head at once.” So, the investment for each hire can be huge.

Bearly AI

515,530 просмотров • 10 месяцев назад

Someone asked Elon Musk how he prioritizes with so many things going on at once: "Prioritize? It's usually been out of desperation, not selection. It's not 'Oh, let's sit back and leisurely decide how we should spend these resources.' It's 'This isn't working. If we don't make it work, we're going to go bankrupt, so we better make it work.' I felt like Indiana Jones running down the temple. There's a huge boulder chasing you and you need to jump across a giant pit in the ground. If you slow down, the boulder will crush you. And if you don't make the leap, you'll die in the pit. That's prioritizing. I lived in the factories for three years, running around like a maniac through every part of the factory. I slept on the floor so the team going through a hard time could see me on the floor and knew I was not in some ivory tower. Whatever pain they experienced, I experienced more."

Someone asked Elon Musk how he prioritizes with so many things going on at once: "Prioritize? It's usually been out of desperation, not selection. It's not 'Oh, let's sit back and leisurely decide how we should spend these resources.' It's 'This isn't working. If we don't make it work, we're going to go bankrupt, so we better make it work.' I felt like Indiana Jones running down the temple. There's a huge boulder chasing you and you need to jump across a giant pit in the ground. If you slow down, the boulder will crush you. And if you don't make the leap, you'll die in the pit. That's prioritizing. I lived in the factories for three years, running around like a maniac through every part of the factory. I slept on the floor so the team going through a hard time could see me on the floor and knew I was not in some ivory tower. Whatever pain they experienced, I experienced more."

David Senra

248,087 просмотров • 4 месяцев назад

Trump: Now they'll say all these stories are terrible. Well, these stories have, you know, you heard my story in the boat with the shark, right? I got killed on that. They thought I was rambling. I'm not rambling. We can't get the boat to float. The battery is so heavy. So then I start talking about asking questions. You know, I have an, I had an uncle who was a great professor at MIT for many years, long, I think the longest tenure ever. Very smart, had three different degrees and you know, so I have an aptitude for things. You know, there is such a thing as an aptitude. I said, well, what would happen if this boat is so heavy and started to sink and you're on the top of the boat. Do you get electrocuted or not? In other words, the boat is going down and you're on the top, will the electric currents flow through the water and wipe you out? And let's say there's a shark about 10 yards over there. Would I have to immediately abandon or could I ride the electric down and he said, sir, nobody's ever asked us that question. But sir, I don't know. I said, well, I want to know because I guarantee you one thing, I don't care what happens. I'm staying with the electric, I'm not getting over with it. So I tell that story. And the fake news they go, he told this crazy story with electric. It's actually not crazy. It's sort of a smart story, right? Sort of like, you know, it's like the snake, it's a smart when you, you figure what you're leaving in, right? You're bringing it in the, you know, the snake, right? The snake and the snake. I tell that and they do the same thing

Trump: Now they'll say all these stories are terrible. Well, these stories have, you know, you heard my story in the boat with the shark, right? I got killed on that. They thought I was rambling. I'm not rambling. We can't get the boat to float. The battery is so heavy. So then I start talking about asking questions. You know, I have an, I had an uncle who was a great professor at MIT for many years, long, I think the longest tenure ever. Very smart, had three different degrees and you know, so I have an aptitude for things. You know, there is such a thing as an aptitude. I said, well, what would happen if this boat is so heavy and started to sink and you're on the top of the boat. Do you get electrocuted or not? In other words, the boat is going down and you're on the top, will the electric currents flow through the water and wipe you out? And let's say there's a shark about 10 yards over there. Would I have to immediately abandon or could I ride the electric down and he said, sir, nobody's ever asked us that question. But sir, I don't know. I said, well, I want to know because I guarantee you one thing, I don't care what happens. I'm staying with the electric, I'm not getting over with it. So I tell that story. And the fake news they go, he told this crazy story with electric. It's actually not crazy. It's sort of a smart story, right? Sort of like, you know, it's like the snake, it's a smart when you, you figure what you're leaving in, right? You're bringing it in the, you know, the snake, right? The snake and the snake. I tell that and they do the same thing

Headquarters

2,056,524 просмотров • 2 лет назад

Garry Nolan says there are more groups doing what skywatcher is doing right now “we know how to call them” “Skywatcher is one group of several that I'm aware of that are doing it independently.” Source -Sol Foundation 🔗 in comments Garry -“The, the information's out there, we, you know, it's already pretty well understood. I mean, look, there's been enough whistleblower types where the information of how to do this has leaked out. You know, we know how to call them. Whether you believe in psionics or not, it seems to be part of the process. So we know how to call them. The question is not can you video them? Skywatcher has already shown that you can video them and there'll be more of that kind of stuff, I think coming in the future, you know, so Skywatcher is one group of several that I'm aware of that are doing it independently. So that's citizen science. I mean, I think the answer is you don't wait for the government to do it, for you. Don't wait for daddy or mommy to tell you what's going on. You just do it yourself. Because as long as you're not going out there with, with guns or energy, weapons, trying to pull something down and, you know, get yourself in a bad situation, there's no reason people can't do it themselves and organize. So, you know, that's, that I think is the threat in a way that one needs to use against the governmental authorities who think that they hold all the, all the, all the marbles at this point, they don't anymore because the people who've been in the program, like Jake and others who've, you know, made that statement publicly, have basically made their knowledge and ability public. So do it.”

Garry Nolan says there are more groups doing what skywatcher is doing right now “we know how to call them” “Skywatcher is one group of several that I'm aware of that are doing it independently.” Source -Sol Foundation 🔗 in comments Garry -“The, the information's out there, we, you know, it's already pretty well understood. I mean, look, there's been enough whistleblower types where the information of how to do this has leaked out. You know, we know how to call them. Whether you believe in psionics or not, it seems to be part of the process. So we know how to call them. The question is not can you video them? Skywatcher has already shown that you can video them and there'll be more of that kind of stuff, I think coming in the future, you know, so Skywatcher is one group of several that I'm aware of that are doing it independently. So that's citizen science. I mean, I think the answer is you don't wait for the government to do it, for you. Don't wait for daddy or mommy to tell you what's going on. You just do it yourself. Because as long as you're not going out there with, with guns or energy, weapons, trying to pull something down and, you know, get yourself in a bad situation, there's no reason people can't do it themselves and organize. So, you know, that's, that I think is the threat in a way that one needs to use against the governmental authorities who think that they hold all the, all the, all the marbles at this point, they don't anymore because the people who've been in the program, like Jake and others who've, you know, made that statement publicly, have basically made their knowledge and ability public. So do it.”

neandrewthal

74,654 просмотров • 1 год назад

Scott on why conviction in an idea is dangerous as an investor but required as a founder: "From the investor seat, I don't think you want to be in love with an idea. That's a risky thing because you'll find a way to express that by investing and make some compromises on the team because you know this idea is just so good, its time has come. But if the team isn't there, 90% of the time it doesn't work. Then there's a whole thing can you swap out the team? But the whole Founders Fund thesis was always no, you need the founder to run the company. But on the company side, you have to be in love with the idea. It's not that rational to start a company. There's a lot easier, more comfortable ways to make money if that's the goal. So it's got to be about what the company is doing specifically. If you want to actually start a company, it better be something that you're really passionate about, or you think that the problem is really important."

Scott on why conviction in an idea is dangerous as an investor but required as a founder: "From the investor seat, I don't think you want to be in love with an idea. That's a risky thing because you'll find a way to express that by investing and make some compromises on the team because you know this idea is just so good, its time has come. But if the team isn't there, 90% of the time it doesn't work. Then there's a whole thing can you swap out the team? But the whole Founders Fund thesis was always no, you need the founder to run the company. But on the company side, you have to be in love with the idea. It's not that rational to start a company. There's a lot easier, more comfortable ways to make money if that's the goal. So it's got to be about what the company is doing specifically. If you want to actually start a company, it better be something that you're really passionate about, or you think that the problem is really important."

Patrick OShaughnessy

33,016 просмотров • 3 месяцев назад

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 просмотров • 4 месяцев назад

Imagine living across the street from someone for 30 years and they don’t even know your full name, and the reason that don’t know not only your name but the wife only knows the name of the one Neighbor she talks to on either side of her home, and the reason for that is people that go through life this way think the whole universe revolves around them, we’ve all known people like this. If you look up and down the street of this neighborhood everyone parks in their driveway except for these people, they have their raggedy boat stuffed in their driveway. The whole street is empty, he could have parked that car anywhere even on his side of the street where he should have parked it to begin with. What do you think is at work here ? I believe they think their Neighbor is a soft touch and I totally believe the man when he says he does it because it bothers him. How do you resolve a situation like this ? Some people will disrespect you until you make the necessary adjustments. I’m glad Josh isn’t my neighbor… or maybe it’s the other way around😡

Imagine living across the street from someone for 30 years and they don’t even know your full name, and the reason that don’t know not only your name but the wife only knows the name of the one Neighbor she talks to on either side of her home, and the reason for that is people that go through life this way think the whole universe revolves around them, we’ve all known people like this. If you look up and down the street of this neighborhood everyone parks in their driveway except for these people, they have their raggedy boat stuffed in their driveway. The whole street is empty, he could have parked that car anywhere even on his side of the street where he should have parked it to begin with. What do you think is at work here ? I believe they think their Neighbor is a soft touch and I totally believe the man when he says he does it because it bothers him. How do you resolve a situation like this ? Some people will disrespect you until you make the necessary adjustments. I’m glad Josh isn’t my neighbor… or maybe it’s the other way around😡

ℳ𝒜𝒢𝒜_𝒳_𝒯𝒾𝓂𝑒𝓈 𝒟𝒶𝒾𝓁𝓎 𝒩𝑒𝓌𝓈🇺🇸

275,979 просмотров • 22 дней назад

Oleh Plotnytskyi answers what it's like to have strong teammates in the club. "How is it when two strong players like Ishikawa or Semeniuk arrive in the team? Is it a stimulus?" "It's a lot. You have to take these opportunities as something that makes you improve, because it's not like you have to be like: 'I want to play, this guy has to stay on the bench, the coach likes him, I don't like him', I'm sorry but cazzo, you don't have to do that. You have to take it as an opportunity to improve because you have him in front of you every day, the best player in the world and then you have everything. And luckily God gave you that he plays with you with your team and not on the other side. You can achieve something for yourself like Yuki, Yuki's tranquility, do like him, he makes a mistake smiles, is fine, asks for the ball, give me another and scores a point. Semeniuk is always focused on work, try to do like that.

Oleh Plotnytskyi answers what it's like to have strong teammates in the club. "How is it when two strong players like Ishikawa or Semeniuk arrive in the team? Is it a stimulus?" "It's a lot. You have to take these opportunities as something that makes you improve, because it's not like you have to be like: 'I want to play, this guy has to stay on the bench, the coach likes him, I don't like him', I'm sorry but cazzo, you don't have to do that. You have to take it as an opportunity to improve because you have him in front of you every day, the best player in the world and then you have everything. And luckily God gave you that he plays with you with your team and not on the other side. You can achieve something for yourself like Yuki, Yuki's tranquility, do like him, he makes a mistake smiles, is fine, asks for the ball, give me another and scores a point. Semeniuk is always focused on work, try to do like that.

joey, and flower 🌼

17,384 просмотров • 1 год назад

Mark Zuckerberg says he is not an AI researcher -- so here is the one number he obsesses over to win the superintelligence race: "I'm not an AI researcher. So it's not like I'm in there telling them what research ideas to do." "The things that I can do as CEO of the company are: I can make sure that we have the very best people and talent density. I can make sure that we have by far the highest compute per researcher, and that we do whatever it takes to go build out all that capacity." "We're building this Prometheus cluster, which is going to be the first gigawatt-plus single cluster, a contiguous cluster for training, coming online next year." "We're building a cluster in Louisiana that is going to be 5 gigawatt, and we're building several more clusters like that that are just going to be multiple gigawatts." "We're talking about many hundreds of billions of dollars of capital. So you both need to have a good business model that can support it, and you need to believe in it." The tell: the richest lab in the world is not optimizing headcount. It is optimizing compute-per-researcher, and betting hundreds of billions that whoever owns the biggest contiguous cluster owns the frontier. Talent gets you into the room. Watts decide who leaves with the model.

Mark Zuckerberg says he is not an AI researcher -- so here is the one number he obsesses over to win the superintelligence race: "I'm not an AI researcher. So it's not like I'm in there telling them what research ideas to do." "The things that I can do as CEO of the company are: I can make sure that we have the very best people and talent density. I can make sure that we have by far the highest compute per researcher, and that we do whatever it takes to go build out all that capacity." "We're building this Prometheus cluster, which is going to be the first gigawatt-plus single cluster, a contiguous cluster for training, coming online next year." "We're building a cluster in Louisiana that is going to be 5 gigawatt, and we're building several more clusters like that that are just going to be multiple gigawatts." "We're talking about many hundreds of billions of dollars of capital. So you both need to have a good business model that can support it, and you need to believe in it." The tell: the richest lab in the world is not optimizing headcount. It is optimizing compute-per-researcher, and betting hundreds of billions that whoever owns the biggest contiguous cluster owns the frontier. Talent gets you into the room. Watts decide who leaves with the model.

Karl Mehta

255,560 просмотров • 27 дней назад

Congress Rep Kat Cammack On American Government “My God, the BS that I have heard in the last 24 hours once again has been unreal” “There are so many members of Congress lying to you. And they're lying to you about things that they're hoping you don't find out about” “This is ludicrous that you have people who are elected officials who claim to be in it to save America and they are absolutely doing the opposite” “Me as an American, I am so sick and tired of being BS'd and lied to by the swamp” Rep Kat Cammack continues to break down how American Government and the passage of Bills work, she says “I think it's important that people know the procedure because once you know the procedure and what the rules are, right? How the founding fathers intended this to function, you become lethal. You become someone who cannot be bullshitted.” This video is sort of long at 10 minutes but if you want an understanding of how out of this world ludicrous American Government has become, I suggest you watch it and learn what’s going on.

Congress Rep Kat Cammack On American Government “My God, the BS that I have heard in the last 24 hours once again has been unreal” “There are so many members of Congress lying to you. And they're lying to you about things that they're hoping you don't find out about” “This is ludicrous that you have people who are elected officials who claim to be in it to save America and they are absolutely doing the opposite” “Me as an American, I am so sick and tired of being BS'd and lied to by the swamp” Rep Kat Cammack continues to break down how American Government and the passage of Bills work, she says “I think it's important that people know the procedure because once you know the procedure and what the rules are, right? How the founding fathers intended this to function, you become lethal. You become someone who cannot be bullshitted.” This video is sort of long at 10 minutes but if you want an understanding of how out of this world ludicrous American Government has become, I suggest you watch it and learn what’s going on.

Wall Street Apes

1,078,007 просмотров • 2 лет назад

Christie: I think anyone that follows politics can tell there are no principles left in my party. Even for people who agree with some of the stuff the president is doing, if you are honest with yourself, you know it is not based on principle. He wakes up every morning and tries to figure out, what is the best thing for him to do in his self interest that day. But the real lack of principle is on display every day in the House and Senate. These people have become lemmings.

Christie: I think anyone that follows politics can tell there are no principles left in my party. Even for people who agree with some of the stuff the president is doing, if you are honest with yourself, you know it is not based on principle. He wakes up every morning and tries to figure out, what is the best thing for him to do in his self interest that day. But the real lack of principle is on display every day in the House and Senate. These people have become lemmings.

Acyn

509,442 просмотров • 3 месяцев назад

Rick Rubin: "Make what you love, not what you think people will like" "If you want to live in a creative way, which will benefit everything in your life, be a better person in your family, do a better job starting a new business, it's all the same. I don't really know anything about music. It's more a way of looking at the world and wanting it to be the best it could possibly be. And doing whatever it takes to be the best it could possibly be." Rubin shares how his career happened: "From the beginning, I never thought any of the things I'm doing were possible or realistic. I just did things out of the love of them, thinking I would have real jobs. That my passion would be my hobby, and I'd have a job to support my hobby. And it just magically turned out different than that without me knowing it was possible." On why some things connect and others don't: "The stars line up at certain times for certain things to happen. Sometimes you can make something great, and it doesn't connect for whatever reason. Sometimes you make two things you think are the two best things you've ever made. One of them connects with the world. One of them doesn't. And it might not have anything to do with what's in the art. It might be that it came out the same day as something else. Or there was a bigger story at the time. There's so much to it that we don't understand." He continues: "All we can do is make something good and put it out and hope for the best. That's all there is. We never know why things work. Even if you make a piece of art and it works, you may not know why." On talent versus work ethic: "There are a lot of talented people who never make it because they don't have the work ethic. It's not just talent, talent's a piece. And you could argue for some people, the work ethic trumps the talent." Rubin explains what real collaboration is: "Having worked with a lot of bands, I see there's often this friction where people are trying to get their idea in. That's not a collaboration. A real collaboration is when everyone who's there is working together towards whatever is the best thing for the whole. Whether it's your idea or someone else's idea, it doesn't matter. If you're invested in the collaboration, you want the best idea to win. You don't want your idea to win." On what makes art great: "What makes it great is the personal. With all of its imperfections. With all of its quirkiness. That's what makes it great. How you see the world that's different from how everyone else sees the world. That's why you're an artist. That's your purpose in sharing your work with the world." He warns against being derivative: "There are these derivative voices where they're finding what they think other people want to hear, and they start saying it because they've heard other people say similar things that are now successful. Even if they have some short-term success doing that, it's not revolutionary. It doesn't change the world. It doesn't last. The people who you first see and you might not like that you come to like because you don't understand them at first, those are the ones that change the world. Those are the ones you dedicate your fandom to for life." Rubin shares his philosophy on taste: "You can't second-guess your own taste for what someone else is going to like. We're not smart enough to know what someone else is going to like. To make something thinking, 'Well, I don't really like it, but I think this group of people will like it,' it's a bad way to play the game of music or art. You have to do what's personal to you. Take it as far as you can go. Really push the boundaries. And people will resonate with it if they're supposed to resonate with it." He describes creativity as catching waves: "We're really talking about magic. The universe conspiring on our behalf if we let it. Being in this flow of catching these waves that anyone can catch. If you're trying to catch it, you're open to it, you see it coming, you take off on every chance you get. And sometimes the ride happens. It's remarkable how it happens. It doesn't come from preconception. It's not an idea. It's through the doing." Rubin explains how ideas exist in the universe: "Have you ever had that experience where you have an idea for something, you don't do it, and then six months later you see someone else has done it? It's not because they took your idea. It's that it's time for that, and you can act on it or not. The best artists are the ones who have the best antenna for this material that's available. It's coming through. The best comedians see the best jokes. They see them coming. We all live in the same world; the way you see it, you have the best joke because you see it best." He closes with how to stay open: "If we listen to what's going on around us, you can overhear a conversation in a coffee shop, and it is the setup for an idea you're working on. You hear a phrase you don't commonly use. My experience is: when you are open and looking for these clues in the world, they're happening all the time. And they're happening often right when you need them."

Rick Rubin: "Make what you love, not what you think people will like" "If you want to live in a creative way, which will benefit everything in your life, be a better person in your family, do a better job starting a new business, it's all the same. I don't really know anything about music. It's more a way of looking at the world and wanting it to be the best it could possibly be. And doing whatever it takes to be the best it could possibly be." Rubin shares how his career happened: "From the beginning, I never thought any of the things I'm doing were possible or realistic. I just did things out of the love of them, thinking I would have real jobs. That my passion would be my hobby, and I'd have a job to support my hobby. And it just magically turned out different than that without me knowing it was possible." On why some things connect and others don't: "The stars line up at certain times for certain things to happen. Sometimes you can make something great, and it doesn't connect for whatever reason. Sometimes you make two things you think are the two best things you've ever made. One of them connects with the world. One of them doesn't. And it might not have anything to do with what's in the art. It might be that it came out the same day as something else. Or there was a bigger story at the time. There's so much to it that we don't understand." He continues: "All we can do is make something good and put it out and hope for the best. That's all there is. We never know why things work. Even if you make a piece of art and it works, you may not know why." On talent versus work ethic: "There are a lot of talented people who never make it because they don't have the work ethic. It's not just talent, talent's a piece. And you could argue for some people, the work ethic trumps the talent." Rubin explains what real collaboration is: "Having worked with a lot of bands, I see there's often this friction where people are trying to get their idea in. That's not a collaboration. A real collaboration is when everyone who's there is working together towards whatever is the best thing for the whole. Whether it's your idea or someone else's idea, it doesn't matter. If you're invested in the collaboration, you want the best idea to win. You don't want your idea to win." On what makes art great: "What makes it great is the personal. With all of its imperfections. With all of its quirkiness. That's what makes it great. How you see the world that's different from how everyone else sees the world. That's why you're an artist. That's your purpose in sharing your work with the world." He warns against being derivative: "There are these derivative voices where they're finding what they think other people want to hear, and they start saying it because they've heard other people say similar things that are now successful. Even if they have some short-term success doing that, it's not revolutionary. It doesn't change the world. It doesn't last. The people who you first see and you might not like that you come to like because you don't understand them at first, those are the ones that change the world. Those are the ones you dedicate your fandom to for life." Rubin shares his philosophy on taste: "You can't second-guess your own taste for what someone else is going to like. We're not smart enough to know what someone else is going to like. To make something thinking, 'Well, I don't really like it, but I think this group of people will like it,' it's a bad way to play the game of music or art. You have to do what's personal to you. Take it as far as you can go. Really push the boundaries. And people will resonate with it if they're supposed to resonate with it." He describes creativity as catching waves: "We're really talking about magic. The universe conspiring on our behalf if we let it. Being in this flow of catching these waves that anyone can catch. If you're trying to catch it, you're open to it, you see it coming, you take off on every chance you get. And sometimes the ride happens. It's remarkable how it happens. It doesn't come from preconception. It's not an idea. It's through the doing." Rubin explains how ideas exist in the universe: "Have you ever had that experience where you have an idea for something, you don't do it, and then six months later you see someone else has done it? It's not because they took your idea. It's that it's time for that, and you can act on it or not. The best artists are the ones who have the best antenna for this material that's available. It's coming through. The best comedians see the best jokes. They see them coming. We all live in the same world; the way you see it, you have the best joke because you see it best." He closes with how to stay open: "If we listen to what's going on around us, you can overhear a conversation in a coffee shop, and it is the setup for an idea you're working on. You hear a phrase you don't commonly use. My experience is: when you are open and looking for these clues in the world, they're happening all the time. And they're happening often right when you need them."

Jaynit

109,107 просмотров • 4 месяцев назад

Marc Andreessen went on Chris Williamson's podcast and broke down exactly how Elon Musk runs multiple companies at once No other CEO on Earth does this: 1. Every week, Musk shows up at each of his companies, identifies the single biggest problem that company is having that week, and fixes it. Then he does that for 52 weeks in a row. At the end of the year, each company has solved its 52 biggest problems. Meanwhile, most large companies are still having the planning meeting for the pre-planning meeting for the board presentation with the compliance review and the legal review attached. 2. This is not a new operating method. It is actually how the great industrialists of the late 1800s and early 1900s ran their companies. Henry Ford, Andrew Carnegie, Thomas Watson, who built IBM. Total devotion from the leader to fully and deeply understand what the company does, be in the trenches, talk directly to the people doing the work, and be the lead problem solver in the organization. Andreessen says he is not aware of another current CEO who operates this way. 3. The framework Musk uses is the bottleneck. In any manufacturing chain, there is always one thing holding everything up. Sometimes it is raw materials at the start. Sometimes it is warehousing at the end. Sometimes it is in the middle. The job is to find it and remove it. Musk has universalized this concept across every company he runs. In any given week, there is one main bottleneck. He micromanages the solution to that one thing and delegates almost everything else. 4. Musk delegates almost everything. Andreessen is clear about this. He is not involved in most of what his companies are doing. He is involved in the one thing that is the biggest problem right now. Once that is fixed, he moves to the next biggest problem. Everything else by definition, is running better than the bottleneck, so it does not need him. 5. When Musk identifies the bottleneck, he goes directly to the engineer who actually understands it. not the VP of engineering, not the director, not the manager. The individual contributor who has the actual technical knowledge. He sits in the room with that person and fixes the problem alongside them. He does not ask for a report to be reviewed in three weeks. he shows up at the keyboard or on the manufacturing line and works through it overnight if necessary. 6. This is why technical people who work for Musk say it was the best experience of their lives. Andreessen's framing: if you are stuck on a problem you cannot solve, Elon Musk is going to show up in his Gulfstream, sit with you in front of the keyboard, and help you figure it out. For an engineer who genuinely cares about the work, that is an almost incomprehensible level of support from the CEO of the company. 7. Business school teaches the opposite of this: management as a generic skill applicable to any industry. Soup company or a rocket company, the management principles are the same. process, balance sheet, meeting schedules, compliance, executive motivation, interpersonal conflict resolution. Andreessen says those skills are useful in many contexts. They just give you nothing; you need to do what Musk does. And Musk pushes as far as he can away from all of that so he can spend all of his time doing the things only he can do.

Marc Andreessen went on Chris Williamson's podcast and broke down exactly how Elon Musk runs multiple companies at once No other CEO on Earth does this: 1. Every week, Musk shows up at each of his companies, identifies the single biggest problem that company is having that week, and fixes it. Then he does that for 52 weeks in a row. At the end of the year, each company has solved its 52 biggest problems. Meanwhile, most large companies are still having the planning meeting for the pre-planning meeting for the board presentation with the compliance review and the legal review attached. 2. This is not a new operating method. It is actually how the great industrialists of the late 1800s and early 1900s ran their companies. Henry Ford, Andrew Carnegie, Thomas Watson, who built IBM. Total devotion from the leader to fully and deeply understand what the company does, be in the trenches, talk directly to the people doing the work, and be the lead problem solver in the organization. Andreessen says he is not aware of another current CEO who operates this way. 3. The framework Musk uses is the bottleneck. In any manufacturing chain, there is always one thing holding everything up. Sometimes it is raw materials at the start. Sometimes it is warehousing at the end. Sometimes it is in the middle. The job is to find it and remove it. Musk has universalized this concept across every company he runs. In any given week, there is one main bottleneck. He micromanages the solution to that one thing and delegates almost everything else. 4. Musk delegates almost everything. Andreessen is clear about this. He is not involved in most of what his companies are doing. He is involved in the one thing that is the biggest problem right now. Once that is fixed, he moves to the next biggest problem. Everything else by definition, is running better than the bottleneck, so it does not need him. 5. When Musk identifies the bottleneck, he goes directly to the engineer who actually understands it. not the VP of engineering, not the director, not the manager. The individual contributor who has the actual technical knowledge. He sits in the room with that person and fixes the problem alongside them. He does not ask for a report to be reviewed in three weeks. he shows up at the keyboard or on the manufacturing line and works through it overnight if necessary. 6. This is why technical people who work for Musk say it was the best experience of their lives. Andreessen's framing: if you are stuck on a problem you cannot solve, Elon Musk is going to show up in his Gulfstream, sit with you in front of the keyboard, and help you figure it out. For an engineer who genuinely cares about the work, that is an almost incomprehensible level of support from the CEO of the company. 7. Business school teaches the opposite of this: management as a generic skill applicable to any industry. Soup company or a rocket company, the management principles are the same. process, balance sheet, meeting schedules, compliance, executive motivation, interpersonal conflict resolution. Andreessen says those skills are useful in many contexts. They just give you nothing; you need to do what Musk does. And Musk pushes as far as he can away from all of that so he can spend all of his time doing the things only he can do.

Jaynit

271,169 просмотров • 1 месяц назад

Marc Andreessen: Elon inspires incredible loyalty from his employees because they know he'll sit all night with them to solve a problem. “Elon actually delegates almost everything. He's not involved in most of the things that his companies are doing. He's involved in the thing that is the biggest problem right now until that thing is fixed. And then, he doesn't have to be involved in it anymore, he can go focus on the next thing that's the biggest problem for that company right now. In manufacturing, there's this concept of the bottleneck. In any manufacturing chain, there's always some bottleneck, something that is keeping the manufacturing line from running the way that it's supposed to. Whatever the bottleneck, it's holding everything up. The job number one is to remove that bottleneck and get everything flowing again. I think Elon basically has universalized that concept and he basically looks at every company like it's some sort of conceptual assembly line. I don't need to manage everything else because everything else, by definition, is running better than that. I can go focus on that. A lot of CEOs, especially non-technical CEOs, would really struggle to implement his method. When he identifies the bottleneck, he goes and he talks to the line engineers who understand the technical nature of the bottleneck. If it's people on a manufacturing line, he's talking to people directly on the line. Or if that's people in a software development group, he's talking to the people actually writing the code. He's not asking the VP of Engineering to ask the Director of Engineering to ask the manager to ask the individual contributor to write a report that's to be reviewed in three weeks. He doesn't do that. He would throw them all out of the window. There's just no way he would do that. He goes and personally finds the engineer who actually has the knowledge about the thing, and then he sits in the room with that engineer and fixes the problem with them. This is why he inspires such incredible loyalty, especially from the technical people who he works with. They're like, wow, if I'm up against a problem I don't know how to solve, freaking Elon Musk is going to show up in his Gulfstream jet, and he's going to sit with me overnight in front of the keyboard or in front of the manufacturing line, and he's going to help me figure this out.” Interview of Marc Andreessen 🇺🇸 by Chris Williamson on Youtube, December 14, 2024

Marc Andreessen: Elon inspires incredible loyalty from his employees because they know he'll sit all night with them to solve a problem. “Elon actually delegates almost everything. He's not involved in most of the things that his companies are doing. He's involved in the thing that is the biggest problem right now until that thing is fixed. And then, he doesn't have to be involved in it anymore, he can go focus on the next thing that's the biggest problem for that company right now. In manufacturing, there's this concept of the bottleneck. In any manufacturing chain, there's always some bottleneck, something that is keeping the manufacturing line from running the way that it's supposed to. Whatever the bottleneck, it's holding everything up. The job number one is to remove that bottleneck and get everything flowing again. I think Elon basically has universalized that concept and he basically looks at every company like it's some sort of conceptual assembly line. I don't need to manage everything else because everything else, by definition, is running better than that. I can go focus on that. A lot of CEOs, especially non-technical CEOs, would really struggle to implement his method. When he identifies the bottleneck, he goes and he talks to the line engineers who understand the technical nature of the bottleneck. If it's people on a manufacturing line, he's talking to people directly on the line. Or if that's people in a software development group, he's talking to the people actually writing the code. He's not asking the VP of Engineering to ask the Director of Engineering to ask the manager to ask the individual contributor to write a report that's to be reviewed in three weeks. He doesn't do that. He would throw them all out of the window. There's just no way he would do that. He goes and personally finds the engineer who actually has the knowledge about the thing, and then he sits in the room with that engineer and fixes the problem with them. This is why he inspires such incredible loyalty, especially from the technical people who he works with. They're like, wow, if I'm up against a problem I don't know how to solve, freaking Elon Musk is going to show up in his Gulfstream jet, and he's going to sit with me overnight in front of the keyboard or in front of the manufacturing line, and he's going to help me figure this out.” Interview of Marc Andreessen 🇺🇸 by Chris Williamson on Youtube, December 14, 2024

ELON CLIPS

7,402,831 просмотров • 1 год назад

$Lex Fridman asked Jensen Huang if he is afraid of death. Huang did not flinch. Huang: “The outcome that I seek, that I hope for, is that I die on the job instantaneously.” That is not a figure of speech. That is a man telling you he has already decided how this ends. No retirement. No transition plan. No golden years on a beach somewhere tallying what he built. He wants to be mid-sentence in a meeting the moment his heart gives out. And when you understand why, it changes how you see everything Nvidia is doing. Huang: “This is not a once in a lifetime experience. This is a once in a humanity experience.” Once in a lifetime means others have lived through something comparable. He is saying no one has. Not Edison. Not Ford. Not anyone at Bell Labs or Xerox PARC. The deployment of artificial intelligence at this scale, at this speed, with this much consequence has no precedent in the history of the species. And Huang is sitting at the center of it. That is not ego. That is geography. Nvidia’s chips power virtually every major AI system on Earth right now. He knows what that means. And he treats it with a seriousness most people cannot even summon for their own lives, let alone the trajectory of civilization. Then Lex asked about succession planning. Huang’s answer should be framed on the wall of every founder alive. Huang: “I don’t believe in succession planning.” Not because he thinks he is immortal. Because he thinks it is the wrong question entirely. The right question is what are you doing today to make yourself unnecessary. Huang: “The most important thing you should do today is to pass on knowledge, information, insight, skills, experience as often and continuously as you can.” He does not wait until retirement to hand over what he knows. He does not save his best thinking for a memoir. The second he learns something, it is already moving to someone else on his team. Before he has even finished processing it himself. Huang: “Nothing I learn ever sits on my desk longer than a fraction of a second.” Most executives hoard knowledge. It is how they stay relevant. How they justify the title. How they make themselves impossible to replace. Huang does the opposite. He treats his own mind like a relay station. Information comes in, gets amplified, fires out to every node that needs it. Every meeting is a transfer. Every conversation is a download. The goal is not to be the smartest person in the building. The goal is to make the building smarter than any one person in it. That is why he does not need a succession plan. If you spend every day making the people around you capable of running without you, the org never notices the moment you are gone. Your fingerprints are in how they think. But he is not planning to leave. Huang: “I really don’t want to die. I have a great life. I have a great family. I have really important work.” No drama. No existential spiral. Just a man who looked at death and filed it under problems that can wait. There is still too much to build. The people planning their exit strategies are playing a different game than Jensen Huang. He is not building a company he can walk away from. He is building one that outlasts his heartbeat because every person inside it already thinks in patterns he installed. That is not a death wish. That is a man who found the only thing worth doing and refused to do anything else.$

Lex Fridman asked Jensen Huang if he is afraid of death. Huang did not flinch. Huang: “The outcome that I seek, that I hope for, is that I die on the job instantaneously.” That is not a figure of speech. That is a man telling you he has already decided how this ends. No retirement. No transition plan. No golden years on a beach somewhere tallying what he built. He wants to be mid-sentence in a meeting the moment his heart gives out. And when you understand why, it changes how you see everything Nvidia is doing. Huang: “This is not a once in a lifetime experience. This is a once in a humanity experience.” Once in a lifetime means others have lived through something comparable. He is saying no one has. Not Edison. Not Ford. Not anyone at Bell Labs or Xerox PARC. The deployment of artificial intelligence at this scale, at this speed, with this much consequence has no precedent in the history of the species. And Huang is sitting at the center of it. That is not ego. That is geography. Nvidia’s chips power virtually every major AI system on Earth right now. He knows what that means. And he treats it with a seriousness most people cannot even summon for their own lives, let alone the trajectory of civilization. Then Lex asked about succession planning. Huang’s answer should be framed on the wall of every founder alive. Huang: “I don’t believe in succession planning.” Not because he thinks he is immortal. Because he thinks it is the wrong question entirely. The right question is what are you doing today to make yourself unnecessary. Huang: “The most important thing you should do today is to pass on knowledge, information, insight, skills, experience as often and continuously as you can.” He does not wait until retirement to hand over what he knows. He does not save his best thinking for a memoir. The second he learns something, it is already moving to someone else on his team. Before he has even finished processing it himself. Huang: “Nothing I learn ever sits on my desk longer than a fraction of a second.” Most executives hoard knowledge. It is how they stay relevant. How they justify the title. How they make themselves impossible to replace. Huang does the opposite. He treats his own mind like a relay station. Information comes in, gets amplified, fires out to every node that needs it. Every meeting is a transfer. Every conversation is a download. The goal is not to be the smartest person in the building. The goal is to make the building smarter than any one person in it. That is why he does not need a succession plan. If you spend every day making the people around you capable of running without you, the org never notices the moment you are gone. Your fingerprints are in how they think. But he is not planning to leave. Huang: “I really don’t want to die. I have a great life. I have a great family. I have really important work.” No drama. No existential spiral. Just a man who looked at death and filed it under problems that can wait. There is still too much to build. The people planning their exit strategies are playing a different game than Jensen Huang. He is not building a company he can walk away from. He is building one that outlasts his heartbeat because every person inside it already thinks in patterns he installed. That is not a death wish. That is a man who found the only thing worth doing and refused to do anything else.

Dustin

25,617 просмотров • 4 месяцев назад