Mark Cuban

Did you have trouble with the hire fast, fire fast part of running a business? Yeah, always. Because I hated firing people. Because it meant, one, it was an admission of a mistake in the hiring. And two, the salesperson in me always wanted to come out ahead. And I was always horrible at firing. But I always partnered with people who had no problem with it.

Did you have trouble with the hire fast, fire fast part of running a business? Yeah, always. Because I hated firing people. Because it meant, one, it was an admission of a mistake in the hiring. And two, the salesperson in me always wanted to come out ahead. And I was always horrible at firing. But I always partnered with people who had no problem with it.

Did you have trouble with the hire fast, fire fast part of running a business? Yeah, always. Because I hated firing people. Because it meant, one, it was an admission of a mistake in the hiring. And two, the salesperson in me always wanted to come out ahead. And I was always horrible at firing. But I always partnered with people who had no problem with it.

Yeah, for sure. Because it's obviously a failure somewhere in the process. What did we do wrong? And when I would interview people for jobs... I think 99% of the people I've ever interviewed, I've wanted to hire because in my mind, it was like, okay, I can figure out how to make this person work, right? And then they wouldn't.

Yeah, for sure. Because it's obviously a failure somewhere in the process. What did we do wrong? And when I would interview people for jobs... I think 99% of the people I've ever interviewed, I've wanted to hire because in my mind, it was like, okay, I can figure out how to make this person work, right? And then they wouldn't.

Yeah, for sure. Because it's obviously a failure somewhere in the process. What did we do wrong? And when I would interview people for jobs... I think 99% of the people I've ever interviewed, I've wanted to hire because in my mind, it was like, okay, I can figure out how to make this person work, right? And then they wouldn't.

And then, you know, people at the company would be like, Mark, you suck at this, you know? And so I always delegated the hiring.

And then, you know, people at the company would be like, Mark, you suck at this, you know? And so I always delegated the hiring.

And then, you know, people at the company would be like, Mark, you suck at this, you know? And so I always delegated the hiring.

It's different. And you got to know what you're good at and what you're bad at, right? I was good at, I was a ready, fire, aim guy, and I always partnered with people who were very anal and perfectionist because where I could just go, go, go, go, go, go, they would keep me inside the baselines.

It's different. And you got to know what you're good at and what you're bad at, right? I was good at, I was a ready, fire, aim guy, and I always partnered with people who were very anal and perfectionist because where I could just go, go, go, go, go, go, they would keep me inside the baselines.

It's different. And you got to know what you're good at and what you're bad at, right? I was good at, I was a ready, fire, aim guy, and I always partnered with people who were very anal and perfectionist because where I could just go, go, go, go, go, go, they would keep me inside the baselines.

Yeah, or just, yeah, the detail work, the dot the I's and the cross the T's. What does it take to take that first leap into starting a business? That's the hardest part. It really depends on your personal circumstances. Like I got fired. I mean, I was sleeping on the floor, six guys in a three bedroom apartment, so I couldn't go any lower. So there was no downside.

Yeah, or just, yeah, the detail work, the dot the I's and the cross the T's. What does it take to take that first leap into starting a business? That's the hardest part. It really depends on your personal circumstances. Like I got fired. I mean, I was sleeping on the floor, six guys in a three bedroom apartment, so I couldn't go any lower. So there was no downside.

Yeah, or just, yeah, the detail work, the dot the I's and the cross the T's. What does it take to take that first leap into starting a business? That's the hardest part. It really depends on your personal circumstances. Like I got fired. I mean, I was sleeping on the floor, six guys in a three bedroom apartment, so I couldn't go any lower. So there was no downside.

Yeah, there was no downside for me starting a business. And it was just like, you know, I was 25 when we started MicroSolutions and, you know, I just gotten fired. And it was like, look, I'm a lousy employee. Um,

Yeah, there was no downside for me starting a business. And it was just like, you know, I was 25 when we started MicroSolutions and, you know, I just gotten fired. And it was like, look, I'm a lousy employee. Um,

Yeah, there was no downside for me starting a business. And it was just like, you know, I was 25 when we started MicroSolutions and, you know, I just gotten fired. And it was like, look, I'm a lousy employee. Um,

I'm going to just start going to some of my prospects that I had in my job and ask them to front the money that I needed to install some software and found this company, Architectural Lighting, who put up $500 for me. That allowed me to buy software and have 50% margins and You know, that's how I started my company. But like by way of advice, would you say, I mean, it's a terrifying thing. Yeah.

I'm going to just start going to some of my prospects that I had in my job and ask them to front the money that I needed to install some software and found this company, Architectural Lighting, who put up $500 for me. That allowed me to buy software and have 50% margins and You know, that's how I started my company. But like by way of advice, would you say, I mean, it's a terrifying thing. Yeah.