Brian Chesky

This doesn't work if you come from management consulting and you're a general manager and you don't really know the domain. That wouldn't work as well.

Yeah. I have a lot to say in response to that. Exactly. Maybe Elon is a bit of a red herring because there's all the surface level things about him that are very idiosyncratic. And I'm certainly not going to endorse everything he does because I do a lot of things differently. But I think the commonality of him, Jensen, Steve Jobs... And Zuck kind of ebbs and flows. And I know Zuck very well.

Yeah. I have a lot to say in response to that. Exactly. Maybe Elon is a bit of a red herring because there's all the surface level things about him that are very idiosyncratic. And I'm certainly not going to endorse everything he does because I do a lot of things differently. But I think the commonality of him, Jensen, Steve Jobs... And Zuck kind of ebbs and flows. And I know Zuck very well.

Yeah. I have a lot to say in response to that. Exactly. Maybe Elon is a bit of a red herring because there's all the surface level things about him that are very idiosyncratic. And I'm certainly not going to endorse everything he does because I do a lot of things differently. But I think the commonality of him, Jensen, Steve Jobs... And Zuck kind of ebbs and flows. And I know Zuck very well.

And I think he would say I was a big inspiration for his year of efficiency because I talked about what we did at Airbnb. But I think those people, they're pretty close to functional and they're pretty in the details. And they set the pace for the company and they generally really know what's going on at their companies.

And I think he would say I was a big inspiration for his year of efficiency because I talked about what we did at Airbnb. But I think those people, they're pretty close to functional and they're pretty in the details. And they set the pace for the company and they generally really know what's going on at their companies.

And I think he would say I was a big inspiration for his year of efficiency because I talked about what we did at Airbnb. But I think those people, they're pretty close to functional and they're pretty in the details. And they set the pace for the company and they generally really know what's going on at their companies.

It means like a lot of swagger for better or worse. And I don't think that's really what it means.

It means like a lot of swagger for better or worse. And I don't think that's really what it means.

It means like a lot of swagger for better or worse. And I don't think that's really what it means.

I totally, totally disagree with that. I think I've heard Jeff Bezos say that certainly more recently. He said, my job is to make as few high quality decisions as possible. And I could not disagree more with that. And so let's start by saying, it's not like I'm right and Jeff Bezos is wrong. By the way, when I say it, I'm also saying what Steve Jobs would have said. Was Steve Jobs right?

I totally, totally disagree with that. I think I've heard Jeff Bezos say that certainly more recently. He said, my job is to make as few high quality decisions as possible. And I could not disagree more with that. And so let's start by saying, it's not like I'm right and Jeff Bezos is wrong. By the way, when I say it, I'm also saying what Steve Jobs would have said. Was Steve Jobs right?

I totally, totally disagree with that. I think I've heard Jeff Bezos say that certainly more recently. He said, my job is to make as few high quality decisions as possible. And I could not disagree more with that. And so let's start by saying, it's not like I'm right and Jeff Bezos is wrong. By the way, when I say it, I'm also saying what Steve Jobs would have said. Was Steve Jobs right?

Was Jeff Bezos right? The truth is there's multiple ways to do something. I'm strongly advocating for this way. By the way, Funny enough, I've talked to many people that were early members of Amazon, and that's not how Jeff Bezos ran it early on. So here's the key thing. I believe you need to hire smart people. The paradox is I believe most smart people want you involved.

Was Jeff Bezos right? The truth is there's multiple ways to do something. I'm strongly advocating for this way. By the way, Funny enough, I've talked to many people that were early members of Amazon, and that's not how Jeff Bezos ran it early on. So here's the key thing. I believe you need to hire smart people. The paradox is I believe most smart people want you involved.

Was Jeff Bezos right? The truth is there's multiple ways to do something. I'm strongly advocating for this way. By the way, Funny enough, I've talked to many people that were early members of Amazon, and that's not how Jeff Bezos ran it early on. So here's the key thing. I believe you need to hire smart people. The paradox is I believe most smart people want you involved.

They want your partnership. They don't want you to tell them what to do. But there's this assumption that like control is zero sum. Either I have the power or you have the power. And I think that's the flaw. There's a scenario where all of us are powerless. It's called most Fortune 500 companies. And there's a scenario where I have more power and therefore you have more power.

They want your partnership. They don't want you to tell them what to do. But there's this assumption that like control is zero sum. Either I have the power or you have the power. And I think that's the flaw. There's a scenario where all of us are powerless. It's called most Fortune 500 companies. And there's a scenario where I have more power and therefore you have more power.

They want your partnership. They don't want you to tell them what to do. But there's this assumption that like control is zero sum. Either I have the power or you have the power. And I think that's the flaw. There's a scenario where all of us are powerless. It's called most Fortune 500 companies. And there's a scenario where I have more power and therefore you have more power.

It's not like zero sum and I've wrestled control. I found that the most talented people like my involvement as long as the involvement is constructive and involvement isn't telling them what to do. And involvement is pushing them. It's like, well, what about this? What about that? Steve Jobs went to Johnny Ives Design Studio every day. He wasn't telling Johnny Ive what to do.