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What does Sam Altman look for in a team? As Sam looks to reverse-uno his way back onto the OpenAI board, he'll need to rebuild his team. So what does he look for? Here's what he's said in the past: First and foremost, you need optimists, "people who say... 'you know what, we are gonna do this and it doesn't matter what the haters say. We're gonna figure this out. This problem it must be solvable.'" Without optimism, "it's very hard to succeed when the world continues to punch you in the face." Then they need to be idea generators. "Constantly spewing new ideas, most of them terrible." That's Altman's counterintuitive take on creativity. While you only need a few of these prolific thinkers, their offbeat concepts can unlock innovative solutions. Altman also prizes the "we'll figure it out" attitude. Whether they have the skills or not, he loves people who confront challenges head-on. Decisiveness is another must-have. Startups operate with imperfect data, so paralysis by analysis can be fatal. Altman wants team members who act swiftly and adapt when things go sideways. But perhaps most surprisingly, Altman values inexperience. He's seen startups achieve the unthinkable, simply because they didn't know it was supposed to be hard. This naivety sparks fresh approaches that veterans might dismiss. Keep an eye out for how his new team embodies these characteristics: - Optimism - Idea generation - ‘We’ll figure it out’ attitude - Decisiveness - The blessing of inexperienceshow more

Carl Vellotti 🥞

87,537 subscribers

72,718 views • 2 years ago •via X (Twitter)

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9 Comments

Carl Vellotti2 years ago

source:

Jason Wilcox2 years ago

Inexperience is a two edged sword. I've been a part of some disastrous product work because inexperience in the domain led the team down a catastrophic path. Many founders have blinders to this.

Carl Vellotti2 years ago

Dang this isn’t aging well

Prathik Ravel2 years ago

This is such a winning combo especially when viewing it as balancing one of those pentagon charts (idk what the textbook name is). I.e nothing wrong with bringing on experience but make sure that person/those people overindex on optimism and “we’ll figure it out” ness

Jason Saltzman2 years ago

Here's who's leaving OpenAI to either follow Sam or venture out to what's next

Carl Vellotti2 years ago

Whoa this is cool. Did you build this?

Borislav2 years ago

too bad "being a good human being" is not part of his priorities in a team. but who needs this in a post-human world, designed by irreparably damaged bots who think that their longing for motherly affection can be found in a world of machines.

Rakyattempatan2 years ago

this is an old video from when he was still at YC. It has nothing new, PG's lecture has more insights in my opinion

Anthony Dohrmann2 years ago

@_joebaffoe

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Startup Archive

187,721 views • 2 years ago

Sam Altman just told you what OpenAI is actually building. Not a chatbot. Not a search tool. Not an assistant. Altman: “Go look around my computer… read my messages… listen to my meetings… intermediate my interactions for me.” That is not a product pitch. That is the CEO of the most valuable AI company on Earth describing what he personally wants. For himself. Every day. Read his messages. Listen to his meetings. Act on his behalf. Make decisions before he knows a decision needs making. Altman: “I don’t have to think. I don’t have to ask you questions.” Every model of AI ever built runs on the prompt. You ask. It responds. You direct. It executes. The human initiates. The machine follows. Altman is describing the death of that model. The agent does not wait. It already read the email. It already heard the meeting. It already knows what you need before you form the thought. You do not operate the machine. The machine operates around you. Then came the line that makes everything else real. Altman: “You can know everything about my life. Start suggesting more things I should build.” He is not asking the AI to execute his ideas. He is asking it to generate them. From his files. His history. His patterns. His entire context. The agent does not just remove friction. It removes the blank page. You never stall. You never run dry. You never sit wondering what to build next. The machine already mapped your market, your gaps, your momentum. It tells you what comes next before you think to ask. But the individual product is not the story. Altman went further. Altman: “Automated companies… where the AI can do not just coding work, but huge amounts of what it takes to run and operate a company.” Not fully automated. He was precise about that. But accelerated to the point where one person with the right stack does what used to take departments. The billion-dollar company did not reach that valuation because the product was worth a billion. It got there because it took a thousand people to deliver it. When an agent absorbs the work of a hundred of those people, the math of every industry rewrites itself. The startup that needed fifty employees and three years of runway now needs five people and six months. The company that took a decade to scale now compounds in quarters. The person holding the line between their data and their tools is not protecting their privacy. They are protecting their ceiling. Because the cost of this leverage is total transparency. You do not get the agent that acts without being asked unless you give it everything. Your messages. Your calendar. Your files. Your patterns. Your life. Altman is not hiding that tradeoff. He is building it as the product. The people who accept it will operate at a speed the people who refuse cannot touch. Right now, two versions of the future are separating. One where you direct the machine. One where the machine already knows. Altman chose. He is building it. The question is not whether this happens. The question is which side of it finds you.

Sam Altman just told you what OpenAI is actually building. Not a chatbot. Not a search tool. Not an assistant. Altman: “Go look around my computer… read my messages… listen to my meetings… intermediate my interactions for me.” That is not a product pitch. That is the CEO of the most valuable AI company on Earth describing what he personally wants. For himself. Every day. Read his messages. Listen to his meetings. Act on his behalf. Make decisions before he knows a decision needs making. Altman: “I don’t have to think. I don’t have to ask you questions.” Every model of AI ever built runs on the prompt. You ask. It responds. You direct. It executes. The human initiates. The machine follows. Altman is describing the death of that model. The agent does not wait. It already read the email. It already heard the meeting. It already knows what you need before you form the thought. You do not operate the machine. The machine operates around you. Then came the line that makes everything else real. Altman: “You can know everything about my life. Start suggesting more things I should build.” He is not asking the AI to execute his ideas. He is asking it to generate them. From his files. His history. His patterns. His entire context. The agent does not just remove friction. It removes the blank page. You never stall. You never run dry. You never sit wondering what to build next. The machine already mapped your market, your gaps, your momentum. It tells you what comes next before you think to ask. But the individual product is not the story. Altman went further. Altman: “Automated companies… where the AI can do not just coding work, but huge amounts of what it takes to run and operate a company.” Not fully automated. He was precise about that. But accelerated to the point where one person with the right stack does what used to take departments. The billion-dollar company did not reach that valuation because the product was worth a billion. It got there because it took a thousand people to deliver it. When an agent absorbs the work of a hundred of those people, the math of every industry rewrites itself. The startup that needed fifty employees and three years of runway now needs five people and six months. The company that took a decade to scale now compounds in quarters. The person holding the line between their data and their tools is not protecting their privacy. They are protecting their ceiling. Because the cost of this leverage is total transparency. You do not get the agent that acts without being asked unless you give it everything. Your messages. Your calendar. Your files. Your patterns. Your life. Altman is not hiding that tradeoff. He is building it as the product. The people who accept it will operate at a speed the people who refuse cannot touch. Right now, two versions of the future are separating. One where you direct the machine. One where the machine already knows. Altman chose. He is building it. The question is not whether this happens. The question is which side of it finds you.

Dustin

87,680 views • 4 months ago

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 views • 2 months ago

Sam Altman told the world exactly what skills will matter when AI takes over 30 to 40 percent of the global economy. He was asked what his own kids should do to survive it. His answer was surprisingly human. He said the single most valuable thing anyone can build right now is the meta-skill of learning how to learn. Not a degree or a certification but the raw ability to adapt when everything around you changes. He also said learning to understand what other people actually want and building useful things for them will be more valuable than almost any technical knowledge. That skill has never been automated and is not close to being automated. He said human creativity and the desire to express it are, in his words, limitless. Every major technological revolution increased the demand for creative, curious, and socially intelligent people, not decreased it. The Industrial Revolution is the clearest parallel. Machines replaced physical labor and people were terrified. The next generation took those machines and built industries, art forms, and institutions nobody had conceived of before. The people who thrived were not the ones who competed with the machines. They were the ones who learned to direct them toward something new. That dynamic is already playing out right now with AI. The practical implication is this, depth in a single rigid skill is becoming less valuable. The ability to move across domains, pick up new tools quickly, and apply judgment in ambiguous situations is becoming more valuable. Altman also pointed to something most career advice ignores entirely, learning how to interact with the world, build relationships, and earn trust from other people. Those are things AI can simulate but cannot replace. The honest opportunity in this moment is not to outrun AI. It is to focus on the things that make you irreducibly human. Curiosity, judgment, empathy and the ability to ask the right question before anyone knows what the right question is. The people who will matter most in an AI-driven economy are not necessarily the ones who understand the technology deepest. They are the ones who can figure out what the technology should actually be used for. Altman has spent his career betting on human potential in the face of technological disruption. Based on every historical precedent, that is still the right bet to make.

Sam Altman told the world exactly what skills will matter when AI takes over 30 to 40 percent of the global economy. He was asked what his own kids should do to survive it. His answer was surprisingly human. He said the single most valuable thing anyone can build right now is the meta-skill of learning how to learn. Not a degree or a certification but the raw ability to adapt when everything around you changes. He also said learning to understand what other people actually want and building useful things for them will be more valuable than almost any technical knowledge. That skill has never been automated and is not close to being automated. He said human creativity and the desire to express it are, in his words, limitless. Every major technological revolution increased the demand for creative, curious, and socially intelligent people, not decreased it. The Industrial Revolution is the clearest parallel. Machines replaced physical labor and people were terrified. The next generation took those machines and built industries, art forms, and institutions nobody had conceived of before. The people who thrived were not the ones who competed with the machines. They were the ones who learned to direct them toward something new. That dynamic is already playing out right now with AI. The practical implication is this, depth in a single rigid skill is becoming less valuable. The ability to move across domains, pick up new tools quickly, and apply judgment in ambiguous situations is becoming more valuable. Altman also pointed to something most career advice ignores entirely, learning how to interact with the world, build relationships, and earn trust from other people. Those are things AI can simulate but cannot replace. The honest opportunity in this moment is not to outrun AI. It is to focus on the things that make you irreducibly human. Curiosity, judgment, empathy and the ability to ask the right question before anyone knows what the right question is. The people who will matter most in an AI-driven economy are not necessarily the ones who understand the technology deepest. They are the ones who can figure out what the technology should actually be used for. Altman has spent his career betting on human potential in the face of technological disruption. Based on every historical precedent, that is still the right bet to make.

StockMarket.News

376,782 views • 4 months ago

🗣️ Jeff Peterson: "There is one person I want to shout out specifically, and that's Pat Connaughton. I'll be fully transparent with you guys. When we made the trade for Pat, I talked to him and I said, 'you're probably not making the team.'" "And I give him all the credit in the world because he showed up. He didn't have to be here. He could have just said, 'I'm just gonna chill in Texas with my family and figure out my next move,' but he's been with you guys every step of the way, competing." "He and Charles have had conversations. I've had conversations with him. He knows that if he plays 5 minutes or if he may not play for 20 straight games, why he's on this team is because he's about everything that we're about: Hornets DNA." "You talk about controlling controllables. Anytime his name is called, he's ready to go in the game. He's staying ready. He's busting his ass. He's a professional. So if there's any doubt at any time of what we're about, look at what he did. Because it was all in his control, in terms of his attitude, his approach, showing up every day doing what he could control, and obviously it paid off."

🗣️ Jeff Peterson: "There is one person I want to shout out specifically, and that's Pat Connaughton. I'll be fully transparent with you guys. When we made the trade for Pat, I talked to him and I said, 'you're probably not making the team.'" "And I give him all the credit in the world because he showed up. He didn't have to be here. He could have just said, 'I'm just gonna chill in Texas with my family and figure out my next move,' but he's been with you guys every step of the way, competing." "He and Charles have had conversations. I've had conversations with him. He knows that if he plays 5 minutes or if he may not play for 20 straight games, why he's on this team is because he's about everything that we're about: Hornets DNA." "You talk about controlling controllables. Anytime his name is called, he's ready to go in the game. He's staying ready. He's busting his ass. He's a professional. So if there's any doubt at any time of what we're about, look at what he did. Because it was all in his control, in terms of his attitude, his approach, showing up every day doing what he could control, and obviously it paid off."

r/CharlotteHornets

440,213 views • 9 months ago