Brian Chesky

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.

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.

I mean, there's not a single list. I mean, there's like core values. There's like strategic differentiators, like the things that you put in your S1 so people like know what you stand for. So there's those general things. But actually, here's another way of saying it. I don't push decision-making down. I pull decision-making in. I think of the company as one shared consciousness.

I mean, there's not a single list. I mean, there's like core values. There's like strategic differentiators, like the things that you put in your S1 so people like know what you stand for. So there's those general things. But actually, here's another way of saying it. I don't push decision-making down. I pull decision-making in. I think of the company as one shared consciousness.

I mean, there's not a single list. I mean, there's like core values. There's like strategic differentiators, like the things that you put in your S1 so people like know what you stand for. So there's those general things. But actually, here's another way of saying it. I don't push decision-making down. I pull decision-making in. I think of the company as one shared consciousness.

I remember one time I called Ron Johnson. Ron Johnson worked for Steve Jobs. He ran Apple Retail. And I remember asking him how Steve Jobs ran Apple. And he said, even when Apple was like 20, 30, 40,000 people, he only ever thought of Apple as 100 employees. That's why he had this offsite called Top 100. And so he said his job was to only manage the top 100 people and they manage everyone else.

I remember one time I called Ron Johnson. Ron Johnson worked for Steve Jobs. He ran Apple Retail. And I remember asking him how Steve Jobs ran Apple. And he said, even when Apple was like 20, 30, 40,000 people, he only ever thought of Apple as 100 employees. That's why he had this offsite called Top 100. And so he said his job was to only manage the top 100 people and they manage everyone else.

I remember one time I called Ron Johnson. Ron Johnson worked for Steve Jobs. He ran Apple Retail. And I remember asking him how Steve Jobs ran Apple. And he said, even when Apple was like 20, 30, 40,000 people, he only ever thought of Apple as 100 employees. That's why he had this offsite called Top 100. And so he said his job was to only manage the top 100 people and they manage everyone else.

And he never thought about the whole company. And that's kind of what I do. And maybe it's even fewer people. It's like 60 or 70. So I don't manage all of Airbnb. I manage the top 67 people, but I'm very engaged and I pull them in and I create one shared consciousness. And so.

And he never thought about the whole company. And that's kind of what I do. And maybe it's even fewer people. It's like 60 or 70. So I don't manage all of Airbnb. I manage the top 67 people, but I'm very engaged and I pull them in and I create one shared consciousness. And so.

And he never thought about the whole company. And that's kind of what I do. And maybe it's even fewer people. It's like 60 or 70. So I don't manage all of Airbnb. I manage the top 67 people, but I'm very engaged and I pull them in and I create one shared consciousness. And so.

I would say those people, if you were to interview every single one of my senior people, I don't think they would have like pithy word for word by verbatim like principles, but they wouldn't be able to describe exactly how I think because we're in so many meetings together.

I would say those people, if you were to interview every single one of my senior people, I don't think they would have like pithy word for word by verbatim like principles, but they wouldn't be able to describe exactly how I think because we're in so many meetings together.

I would say those people, if you were to interview every single one of my senior people, I don't think they would have like pithy word for word by verbatim like principles, but they wouldn't be able to describe exactly how I think because we're in so many meetings together.

I remember Scott Forstall one time, like right before he left Apple, I was at a group dinner with him and he said he used to spend 35 hours a week with Steve. Wow. Now, not one-on-one, but like he was in every meeting with Steve. So think about that, 35 hours a week, every single week, that's thousands of hours. So that's the equivalent.

I remember Scott Forstall one time, like right before he left Apple, I was at a group dinner with him and he said he used to spend 35 hours a week with Steve. Wow. Now, not one-on-one, but like he was in every meeting with Steve. So think about that, 35 hours a week, every single week, that's thousands of hours. So that's the equivalent.

I remember Scott Forstall one time, like right before he left Apple, I was at a group dinner with him and he said he used to spend 35 hours a week with Steve. Wow. Now, not one-on-one, but like he was in every meeting with Steve. So think about that, 35 hours a week, every single week, that's thousands of hours. So that's the equivalent.

I don't spend 35 hours a week with most people, but there are many people that spend 10 to 20 hours a week in a room with me. It's the same few dozen people. going through different meetings, creating one shared consciousness, being able to finish each other's sentences. And that's another version of founder mode. It's one shared consciousness. And so you can imagine that's not disempowering.

I don't spend 35 hours a week with most people, but there are many people that spend 10 to 20 hours a week in a room with me. It's the same few dozen people. going through different meetings, creating one shared consciousness, being able to finish each other's sentences. And that's another version of founder mode. It's one shared consciousness. And so you can imagine that's not disempowering.

I don't spend 35 hours a week with most people, but there are many people that spend 10 to 20 hours a week in a room with me. It's the same few dozen people. going through different meetings, creating one shared consciousness, being able to finish each other's sentences. And that's another version of founder mode. It's one shared consciousness. And so you can imagine that's not disempowering.