Mark Zuckerberg

So now we can sort of defragment the organization and get to a place where the average is closer to that seven or eight.

And it just ends up being a somewhat more kind of compact management structure, which decreases the latency on information going up and down the chain and I think empowers people more.

But I mean, that's an example that I think it doesn't kind of undervalue

importance of management and the kind of the personal growth or coaching that people need in order to do their jobs well.

It's just, I think, realistically, we're just not going to hire as many people going forward.

So I think that you need a different structure.

Well, you're asking how you select or how you attract them?

And have a track record that people think you're actually going to be able to do it.

So there are lots of different cuts on this question.

I mean, I think...

When an organization is growing quickly, one of the big questions that teams face is, do I hire this person who's in front of me now because they seem good?

Or do I hold out to get someone who's even better?

And the heuristic that I always...

focused on for myself and my own kind of direct hiring that I think works when you recurse it through the organization is that you should only hire someone to be on your team if you would be happy working for them in an alternate universe.

That kind of works, and that's basically how I've tried to build my team.

I'm not in a rush to not be running the company, but I think in an alternate universe where one of these other folks was running the company, I'd be happy to work for them.

I feel like I'd learn from them.

I respect their general judgment.

They're all very insightful.

They have good values.