Joe Lonsdale

Well, maybe I'm a little off and stuff, you know, too, but I think I can at least still talk to the people, understand the systems, work with them. There are some people, we call them artists in our company. Alex Karp, my co-founder of Palantir, I always refer to them as artists who are just absolute geniuses. You kind of have to protect them and put up with them, right? So it's like...

Well, maybe I'm a little off and stuff, you know, too, but I think I can at least still talk to the people, understand the systems, work with them. There are some people, we call them artists in our company. Alex Karp, my co-founder of Palantir, I always refer to them as artists who are just absolute geniuses. You kind of have to protect them and put up with them, right? So it's like...

It's like when you're running a military brigade and like you have an operation, you might have like a drill sergeant where you yell at them and you have to do this and do the pushups and run and do this and get this done by this time. And that's not at all how you deal with these like super genius, like slightly different technical people.

It's like when you're running a military brigade and like you have an operation, you might have like a drill sergeant where you yell at them and you have to do this and do the pushups and run and do this and get this done by this time. And that's not at all how you deal with these like super genius, like slightly different technical people.

It's like when you're running a military brigade and like you have an operation, you might have like a drill sergeant where you yell at them and you have to do this and do the pushups and run and do this and get this done by this time. And that's not at all how you deal with these like super genius, like slightly different technical people.

Maybe some days they're a hundred times more productive and some days they're just, you know, they're working on something weird and they don't want to come into the office and you just, whatever, you kind of have to tolerate it a little bit. And you have to protect them because most big corporations, they will spit these people out, right?

Maybe some days they're a hundred times more productive and some days they're just, you know, they're working on something weird and they don't want to come into the office and you just, whatever, you kind of have to tolerate it a little bit. And you have to protect them because most big corporations, they will spit these people out, right?

Maybe some days they're a hundred times more productive and some days they're just, you know, they're working on something weird and they don't want to come into the office and you just, whatever, you kind of have to tolerate it a little bit. And you have to protect them because most big corporations, they will spit these people out, right?

A big corporation, standard corporation, they want you to fit in a box. Those artists will come in, they won't fit, they'll be gone. And it's stupid because you're getting rid of someone who could have made you win in this whole category if you just could figure out how to morph the org around them and use them.

A big corporation, standard corporation, they want you to fit in a box. Those artists will come in, they won't fit, they'll be gone. And it's stupid because you're getting rid of someone who could have made you win in this whole category if you just could figure out how to morph the org around them and use them.

A big corporation, standard corporation, they want you to fit in a box. Those artists will come in, they won't fit, they'll be gone. And it's stupid because you're getting rid of someone who could have made you win in this whole category if you just could figure out how to morph the org around them and use them.

So we definitely do work with these people, but they're not the kind of people maybe who could run the organization.

So we definitely do work with these people, but they're not the kind of people maybe who could run the organization.

So we definitely do work with these people, but they're not the kind of people maybe who could run the organization.

What are the things that have stuck with you? oh gosh, so many things. He's always approaching the world from some kind of like orthogonal perspective and finding new ways to pick apart the most important reasons for things. Every time I see him, I learn something. You know, I wrote this piece online a while ago, like with my team about 15 years ago. It's like main lessons from Peter Thiel.

What are the things that have stuck with you? oh gosh, so many things. He's always approaching the world from some kind of like orthogonal perspective and finding new ways to pick apart the most important reasons for things. Every time I see him, I learn something. You know, I wrote this piece online a while ago, like with my team about 15 years ago. It's like main lessons from Peter Thiel.

What are the things that have stuck with you? oh gosh, so many things. He's always approaching the world from some kind of like orthogonal perspective and finding new ways to pick apart the most important reasons for things. Every time I see him, I learn something. You know, I wrote this piece online a while ago, like with my team about 15 years ago. It's like main lessons from Peter Thiel.

So I won't repeat all of them here, but there were nine key lessons. I think one of them was to really value intelligence really highly. I think that was absolutely key. And so it just turns out the very brightest people matter a lot. Um, one of them was you have to break down like their actual reasons for things and their core components.

So I won't repeat all of them here, but there were nine key lessons. I think one of them was to really value intelligence really highly. I think that was absolutely key. And so it just turns out the very brightest people matter a lot. Um, one of them was you have to break down like their actual reasons for things and their core components.

So I won't repeat all of them here, but there were nine key lessons. I think one of them was to really value intelligence really highly. I think that was absolutely key. And so it just turns out the very brightest people matter a lot. Um, one of them was you have to break down like their actual reasons for things and their core components.