Mark Zuckerberg

Well, I mean, I believe a lot in management.

I think there are some people who think that it doesn't matter as much.

But look, I mean, we have a lot of younger people at the company for whom this is their first job.

And people need to grow and learn in their career.

And I think that all that stuff is important.

But here's one mathematical way to look at it.

You know, at the beginning of this, we...

I asked our people team, what was the average number of reports that a manager had?

And I think it was around three, maybe three to four, but closer to three.

I was like, wow, like a manager can, you know, best practices that person can manage, you know, seven or eight people.

But there was a reason why it was closer to three.

It was because we were growing so quickly, right?

And when you're hiring so many people so quickly, then that means that you need managers who have capacity to onboard new people.

And also, if you have a new manager, you may not want to have them have seven direct reports immediately because you want them to ramp up.

But...

The thing is going forward, I don't want us to actually hire that many people that quickly, right?

So I actually think we'll just do better work if we have more constraints and we're leaner as an organization.

So in a world where we're not adding so many people as quickly,

is it as valuable to have a lot of managers who have extra capacity waiting for new people?

No, right?