The Ledger, every show

“The founders, Larry and Sergey, who are some of the smartest people on the planet, they used to run the company by basically walking into a room, asking the team what they did, put it on a whiteboard, and then they would use their superior knowledge and intell…”

“I think the common problem is not enough structure and process, which is a funny thing to say, right? Because, but if you think about it, there are two pathways that a founder has gone through. Either, like you say, they've worked at a really big company. They…”

“Every person who has had that idea of, oh, I don't need managers, we can have a flat structure, learns that they were wrong. You know, it might seem that, again, management gets a bad name from big companies where you've got, you know, pointy haired bosses jus…”

“You know what I've never heard in my career is I regret letting that person go. You know what I hear all the time is we should have done it sooner. And so by the time you're wondering whether you should let that person go, my advice is you probably already wai…”

“I think the two biggest issues I see with people is firstly, they don't recognize that the role has changed. They think that what got them here will get them there, right? That they can keep doing the job the way they did it when it was just them and a co-foun…”

“At around 10 people, you are now an organization, right? You can't just have 10 people in every meeting, in every discussion, on every Slack channel. You need to start differentiating it. So you're organizing your team and organization maybe sounds like someth…”

“The more you can hold in your head, the further you can go before it all starts crashing down around you, right? Maybe you can hold a hundred folks worth of context in your head because you're very clever and very hardworking, but every person hits their limit…”