Adam Leventhal

is actually, how do you get that wisdom as opposed to just discarding it? And not get it as the answer. What they say is not the answer, but it's part of what goes into the calculation.

Especially, as you say, when you're hiring into domains that were previously not needed at the company. When you're hiring your first person in support, when you're hiring your first program manager, your first product manager, whatever.

Especially, as you say, when you're hiring into domains that were previously not needed at the company. When you're hiring your first person in support, when you're hiring your first program manager, your first product manager, whatever.

I hope. No. The sort of mystical reverence that he speaks for.

I hope. No. The sort of mystical reverence that he speaks for.

But I think... You know what? I'm glad that we... we had this cooling off period to not just go into the hot take of, of, you know, founder versus management mode. But I think like there, there is, there's like a kernel of wisdom and certainly the kernel of a discussion here about like, when do you value experience and why not?

But I think... You know what? I'm glad that we... we had this cooling off period to not just go into the hot take of, of, you know, founder versus management mode. But I think like there, there is, there's like a kernel of wisdom and certainly the kernel of a discussion here about like, when do you value experience and why not?

Yeah, you sent me a link to that YouTube video. We'll keep that in the show notes. And I watched the first 45 minutes or something of it. I thought it was great. I thought that what I heard from him was... he deferred too much to folks. He absorbed, in particular, the wisdom of hire great people and set them loose and let them do their job and don't mess with them.

Yeah, you sent me a link to that YouTube video. We'll keep that in the show notes. And I watched the first 45 minutes or something of it. I thought it was great. I thought that what I heard from him was... he deferred too much to folks. He absorbed, in particular, the wisdom of hire great people and set them loose and let them do their job and don't mess with them.

And then found that a lot of the things that he cared about about the business, about the health of the business, were not going well. And then he drew this distinction between

And then found that a lot of the things that he cared about about the business, about the health of the business, were not going well. And then he drew this distinction between

micromanagement and getting involved in the details yeah in particular you know he kind of made some very significant changes to the way they did product management he got really in the details understanding how these different functions operate um i would be interested to know if if the facts on the ground draw this distinction between micromanagement and being in the details Right.

micromanagement and getting involved in the details yeah in particular you know he kind of made some very significant changes to the way they did product management he got really in the details understanding how these different functions operate um i would be interested to know if if the facts on the ground draw this distinction between micromanagement and being in the details Right.

He said he was just holding your fingers as you type.

He said he was just holding your fingers as you type.

I mean, who knows how it plays on the ground. But I thought... Certainly, as a founder, as a leader, there's this fear of losing control. This fear of when I hire someone and I want them to feel responsible. I want them to be able to operate with autonomy. I have trust. I want to build that trust and I want to hand over that trust and operate with trust.

I mean, who knows how it plays on the ground. But I thought... Certainly, as a founder, as a leader, there's this fear of losing control. This fear of when I hire someone and I want them to feel responsible. I want them to be able to operate with autonomy. I have trust. I want to build that trust and I want to hand over that trust and operate with trust.

And that can be scary where you say, and then tell me in three months or six months or 18 months how it went.

And that can be scary where you say, and then tell me in three months or six months or 18 months how it went.

That's a great point because I think there is a... People like to provide autonomy, or at least it sounds nice, right? I trust the person, I'm going to provide autonomy. But if you don't show them what true north is, Yes. Then everyone will try to figure it out and they'll figure it out a little bit differently and you're not going to be happy with the results.