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One of the big separators between people who get in really great shape and people who stay stuck with average results despite lots of effort? Well-developed, strong legs. Most guys throw some legs in their programming, but they don’t really train them the way it should be done. They...

24,443 次观看 • 17 天前 •via X (Twitter)

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Axel 的头像
Axel17 天前

Legs are half the body People forget that

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Mark Zuckerberg on why he prefers to recruit people directly out of college In this interview from 2005, a 21-year-old Mark Zuckerberg is asked what he looks for in a new hire. There’s two things, he says. “Number one is raw intelligence. You can hire someone who has been doing software engineering for 10 years, and if they’ve been doing it for 10 years, that’s probably what they’ll be doing for the rest of their life. That’s cool — there are some things that that person can do and they’re definitely useful in an organization and can do a lot of stuff. But if you find someone whose raw intelligence exceeds theirs but has 10 years less experience, they can probably adapt and learn way quicker. Within a very short amount of time they’ll be able to do a lot of things that [the person with 10 years of experience] will never be able to do. So that’s the most important thing that I look for.” The second thing he looks for is alignment with what the company is trying to do: “People can be really smart or have skills that are directly applicable, but if they don’t really believe in it, then they’re not going to work hard or care enough to develop the relevant experience in order to succeed. The best people I’ve hired so far have been people who didn’t really have that much engineering experience. I hired a couple of electric engineers out of Stanford to do programming stuff, and they had very little programming experience going in, but they were really smart and really willing to go at it. The guy who just wrote photos was one of those guys, and if you’re willing to just do whatever it takes to get photos out, then you’re probably more valuable than someone who is just a career software engineer.” He concludes: “Those are the things I’m looking for and why I would rather recruit people out of college.” Video source: Stanford eCorner (2005)

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Sam Altman on the advice he wishes he received earlier in his career “One of the other things I learned that I wish I had gotten advice on early in my career is ‘ask for what you want.’ You will get told no a lot, but sometimes it will work. And I think you see a lot of entrepreneurs shoot themselves in the foot because they don’t ask that person to quit their job and come join them. They don’t ask this big company to do a deal with them. And they’re just not aggressive enough.” Sam continues: “Being willing to ask for what you want and be somewhat aggressive are really important characteristics of being an entrepreneur. People don’t want to fail. They don’t want to be told no. They don’t want to end up in some crisis.” The other thing he learned in his career is that each crisis gets less. scary than the one before it: “There are a lot things that really go wrong, and they feel like company-killing events. And they feel like there’s no way you’re going to survive because the crises are really bad. And the thing you learn is that you generally do survive these and the world doesn’t usually end. And even if in the moment something happens and you have no idea how you’re going to get around it, you eventually figure out a way. On the 19th major crisis, you’re like: ‘well, I survived the first 18. I’ll probably get through this one.’ And you kind of just do.” Source: Y Combinator (Sep 2016)

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Mark Zuckerberg: "I'd rather hire someone with raw intelligence and no experience than a 10-year veteran" "The two most important things I look for, number one is just raw intelligence." Zuckerberg explains why: "You can hire someone who is a software engineer and has been doing it for 10 years. If they've been doing it for 10 years, that's probably what they're doing for their life. And that's cool. There are things that person can do. They're definitely useful in an organization." But here's the tradeoff: "If you find someone whose raw intelligence exceeds theirs but has way less experience, they can probably adapt and learn way quicker. Within a very short amount of time, they'll be able to do a lot of things that the experienced person may never be able to do." The second thing he looks for: "Alignment with what we're trying to do. People can be really smart or have skills that are directly applicable. But if they don't really believe in it, they're not going to work hard. Even if they're a smart guy who doesn't have the relevant experience, if they don't care enough, they're not going to develop the relevant experience in order to succeed." On who he's actually hired: "The best people I've hired so far have been people who didn't really have that much engineering experience. I hired a couple of electrical engineers out of Stanford as new programming staff. They had very little programming experience going in. But just really smart. Really willing to go at it." He gives an example: "The guy who built Photos was one of those guys. If you're willing to just go and do whatever it takes to get it out, you're probably more valuable than someone who's just a career software engineer."

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