Brian Chesky

And over time, once they develop muscle memory and they prove that they understand the system, then you can gradually let go. Give you an example. Two years ago, I wanted to write perfect press releases. Not because I think anyone reads them, but because if you can't put your ideas down in a clear press release, then you don't have clear thinking. You don't know why you're doing something.

And over time, once they develop muscle memory and they prove that they understand the system, then you can gradually let go. Give you an example. Two years ago, I wanted to write perfect press releases. Not because I think anyone reads them, but because if you can't put your ideas down in a clear press release, then you don't have clear thinking. You don't know why you're doing something.

And over time, once they develop muscle memory and they prove that they understand the system, then you can gradually let go. Give you an example. Two years ago, I wanted to write perfect press releases. Not because I think anyone reads them, but because if you can't put your ideas down in a clear press release, then you don't have clear thinking. You don't know why you're doing something.

Two years ago or three years ago when we did press releases, we'd do as many as 70 revisions. And people said, this is completely crazy. Are we going to like 10 years from now do 70 revisions of the press release? And the answer is no. The most recent press release for the Coast Network, I probably reviewed like three times. But it was the repetition in the details that was how people learned.

Two years ago or three years ago when we did press releases, we'd do as many as 70 revisions. And people said, this is completely crazy. Are we going to like 10 years from now do 70 revisions of the press release? And the answer is no. The most recent press release for the Coast Network, I probably reviewed like three times. But it was the repetition in the details that was how people learned.

Two years ago or three years ago when we did press releases, we'd do as many as 70 revisions. And people said, this is completely crazy. Are we going to like 10 years from now do 70 revisions of the press release? And the answer is no. The most recent press release for the Coast Network, I probably reviewed like three times. But it was the repetition in the details that was how people learned.

Another thing is that's apprenticeship. You know, you learn. And even if you hire experts, they're not experts at your company. They're not experts at collaborating. They're not experts in your business. So it's about starting in the details and letting go. And by the way, that's what I think Jeff Bezos did, even though he said his job is to make only a few high quality decisions.

Another thing is that's apprenticeship. You know, you learn. And even if you hire experts, they're not experts at your company. They're not experts at collaborating. They're not experts in your business. So it's about starting in the details and letting go. And by the way, that's what I think Jeff Bezos did, even though he said his job is to make only a few high quality decisions.

Another thing is that's apprenticeship. You know, you learn. And even if you hire experts, they're not experts at your company. They're not experts at collaborating. They're not experts in your business. So it's about starting in the details and letting go. And by the way, that's what I think Jeff Bezos did, even though he said his job is to make only a few high quality decisions.

That's not what he did in 1999. So that's kind of my philosophy.

That's not what he did in 1999. So that's kind of my philosophy.

That's not what he did in 1999. So that's kind of my philosophy.

Pretty much. I mean, what I basically said is like, you want to make principled decisions, not business decisions. Principled decisions are if I don't understand the outcome or if I can't predict it, how do I be remembered? What do I think is the right thing to do? And the right thing to do, that can sound very subjective, but actually you would have thousands of inputs.

Pretty much. I mean, what I basically said is like, you want to make principled decisions, not business decisions. Principled decisions are if I don't understand the outcome or if I can't predict it, how do I be remembered? What do I think is the right thing to do? And the right thing to do, that can sound very subjective, but actually you would have thousands of inputs.

Pretty much. I mean, what I basically said is like, you want to make principled decisions, not business decisions. Principled decisions are if I don't understand the outcome or if I can't predict it, how do I be remembered? What do I think is the right thing to do? And the right thing to do, that can sound very subjective, but actually you would have thousands of inputs.

So that's essentially what I do. And it's kind of interesting because it's kind of like somebody asking you, how do you do what you do? You might not even like consciously know how you do what you do. But what I'm doing is I'm basically making a decision. The reason it's the leadership so valuable is somebody once said the most important thing leaders do is make decisions. And it's probably true.

So that's essentially what I do. And it's kind of interesting because it's kind of like somebody asking you, how do you do what you do? You might not even like consciously know how you do what you do. But what I'm doing is I'm basically making a decision. The reason it's the leadership so valuable is somebody once said the most important thing leaders do is make decisions. And it's probably true.

So that's essentially what I do. And it's kind of interesting because it's kind of like somebody asking you, how do you do what you do? You might not even like consciously know how you do what you do. But what I'm doing is I'm basically making a decision. The reason it's the leadership so valuable is somebody once said the most important thing leaders do is make decisions. And it's probably true.

Maybe the most important thing is they hire people and they assemble the right team. But probably day to day, the most important thing they do is make decisions. And It's really important that people understand the criteria for what you're making decisions.

Maybe the most important thing is they hire people and they assemble the right team. But probably day to day, the most important thing they do is make decisions. And It's really important that people understand the criteria for what you're making decisions.