Brian Chesky

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.

And so, yes, if you have clear principles, I mean, what I did is I went to my board and I said, I'm going to have to make like a thousand decisions. I can't run every decision by you. So let's agree on the principles and the framework for which I make all the decisions. And then I'm going to make all the decisions. And if something stands out, I will elevate to you.

And so, yes, if you have clear principles, I mean, what I did is I went to my board and I said, I'm going to have to make like a thousand decisions. I can't run every decision by you. So let's agree on the principles and the framework for which I make all the decisions. And then I'm going to make all the decisions. And if something stands out, I will elevate to you.

And so, yes, if you have clear principles, I mean, what I did is I went to my board and I said, I'm going to have to make like a thousand decisions. I can't run every decision by you. So let's agree on the principles and the framework for which I make all the decisions. And then I'm going to make all the decisions. And if something stands out, I will elevate to you.

I will retroactively show you all the decisions I made and If there's something that's huge, bet the company and one-way door, I will tell you ahead of time. Otherwise, give me authority to make all these decisions. And that's what I did with the board. They really liked it because the key to a crisis is speed. And if I have to debate every decision, we're not moving quickly.

I will retroactively show you all the decisions I made and If there's something that's huge, bet the company and one-way door, I will tell you ahead of time. Otherwise, give me authority to make all these decisions. And that's what I did with the board. They really liked it because the key to a crisis is speed. And if I have to debate every decision, we're not moving quickly.

I will retroactively show you all the decisions I made and If there's something that's huge, bet the company and one-way door, I will tell you ahead of time. Otherwise, give me authority to make all these decisions. And that's what I did with the board. They really liked it because the key to a crisis is speed. And if I have to debate every decision, we're not moving quickly.

It's like a car chase. It's like, you know, should you turn left or right? Well, most importantly, you should turn quickly. And so that's what I did. As far as just to go back to this, like the golf swing analogy,

It's like a car chase. It's like, you know, should you turn left or right? Well, most importantly, you should turn quickly. And so that's what I did. As far as just to go back to this, like the golf swing analogy,

It's like a car chase. It's like, you know, should you turn left or right? Well, most importantly, you should turn quickly. And so that's what I did. As far as just to go back to this, like the golf swing analogy,

what i do the way i run airbnb is i review all the work every week every two weeks every four weeks every eight weeks every 12 weeks you might ask like how do you do how do you have people do a report how do they like keep two people happy and the answer is we're all in the same meeting together and i usually have my direct talk first because if i talk you'll like just agree with me then i'll make the final decision most my final decisions are just agreeing 90 of time i'm agreeing what the team says

what i do the way i run airbnb is i review all the work every week every two weeks every four weeks every eight weeks every 12 weeks you might ask like how do you do how do you have people do a report how do they like keep two people happy and the answer is we're all in the same meeting together and i usually have my direct talk first because if i talk you'll like just agree with me then i'll make the final decision most my final decisions are just agreeing 90 of time i'm agreeing what the team says

what i do the way i run airbnb is i review all the work every week every two weeks every four weeks every eight weeks every 12 weeks you might ask like how do you do how do you have people do a report how do they like keep two people happy and the answer is we're all in the same meeting together and i usually have my direct talk first because if i talk you'll like just agree with me then i'll make the final decision most my final decisions are just agreeing 90 of time i'm agreeing what the team says

And 10% of the time, I'm disagreeing. And if I disagree, I always try to say why. And I try to go down, like, here's my thinking. And so challenge my first principles. So whenever I make a decision, I try to ask myself, like I did in this conversation, what are the first principles driving this decision? And don't challenge my decision. Challenge my first principle thinking.

And 10% of the time, I'm disagreeing. And if I disagree, I always try to say why. And I try to go down, like, here's my thinking. And so challenge my first principles. So whenever I make a decision, I try to ask myself, like I did in this conversation, what are the first principles driving this decision? And don't challenge my decision. Challenge my first principle thinking.

And 10% of the time, I'm disagreeing. And if I disagree, I always try to say why. And I try to go down, like, here's my thinking. And so challenge my first principles. So whenever I make a decision, I try to ask myself, like I did in this conversation, what are the first principles driving this decision? And don't challenge my decision. Challenge my first principle thinking.

In other words, like, here's my answer. Check my math. And that's kind of what I do. So the principles are, I think, really, really important to get pre-authorization from a board. You need to make a lot of fast decisions. But then when you're in a meeting, I'm not like in a meeting review and co-host network with like a series of four principles. I'm just intuitively making a decision.

In other words, like, here's my answer. Check my math. And that's kind of what I do. So the principles are, I think, really, really important to get pre-authorization from a board. You need to make a lot of fast decisions. But then when you're in a meeting, I'm not like in a meeting review and co-host network with like a series of four principles. I'm just intuitively making a decision.

In other words, like, here's my answer. Check my math. And that's kind of what I do. So the principles are, I think, really, really important to get pre-authorization from a board. You need to make a lot of fast decisions. But then when you're in a meeting, I'm not like in a meeting review and co-host network with like a series of four principles. I'm just intuitively making a decision.

I think we should do X. And here's why. And let me share with you my work, my thinking. What do you think? What about this did I get right or wrong? And so the most important thing is to debating the first principles, not the answer.