Reid Hoffman

And that was a deliberate thing. We were one of the first companies that started not only serving lunch but serving dinner, right? And then other, because this is the learning network you get with Silicon Valley, other companies are looking at, oh, yeah, we're going to serve dinner too. So people don't go home. Yeah, don't go home.

And that was a deliberate thing. We were one of the first companies that started not only serving lunch but serving dinner, right? And then other, because this is the learning network you get with Silicon Valley, other companies are looking at, oh, yeah, we're going to serve dinner too. So people don't go home. Yeah, don't go home.

Well, choose what your life's about. That's fine. There's nothing that says you have to do that. And what gives you the right to tell other people that they can't do that? I mean, like, what are you, patronizing? Like, people choose their own lives, right? And people can choose that. Now, you have to understand the game.

Well, choose what your life's about. That's fine. There's nothing that says you have to do that. And what gives you the right to tell other people that they can't do that? I mean, like, what are you, patronizing? Like, people choose their own lives, right? And people can choose that. Now, you have to understand the game.

It's like, well, I'd like to be a world-class Olympic athlete, but I really only want to swim two hours a day. Well, that's nice, right? Not going to happen. Right? You have to understand the game you're playing. If you're playing an Olympics game, like someone who's trying to compete in the Olympics and swimming, they're swimming seven days a week, 12 hours a day. Right? So choose the game.

It's like, well, I'd like to be a world-class Olympic athlete, but I really only want to swim two hours a day. Well, that's nice, right? Not going to happen. Right? You have to understand the game you're playing. If you're playing an Olympics game, like someone who's trying to compete in the Olympics and swimming, they're swimming seven days a week, 12 hours a day. Right? So choose the game.

And you say, well, it's toxic. Fine.

And you say, well, it's toxic. Fine.

No, that's like in early days of LinkedIn, when we were talking to people, we'd say, by the way, this is how we work, right? We work six and a half days a week, right? We do get people home for dinner, but everyone, including Reed, is expected, you know, online working after dinner. And do you pay people more for that than the average rate? So they get paid in equity.

No, that's like in early days of LinkedIn, when we were talking to people, we'd say, by the way, this is how we work, right? We work six and a half days a week, right? We do get people home for dinner, but everyone, including Reed, is expected, you know, online working after dinner. And do you pay people more for that than the average rate? So they get paid in equity.

And this is one of the things, again, is the first, I don't know, some hundreds of people at LinkedIn all don't need to work anymore because their equity is enough that if they choose not to work anymore, that's totally fine.

And this is one of the things, again, is the first, I don't know, some hundreds of people at LinkedIn all don't need to work anymore because their equity is enough that if they choose not to work anymore, that's totally fine.

So I had awareness of strengths and weaknesses. Like, I know how to do the CEO job, right? And I think it kind of... 150 people or less, I'm as good as anyone else, right? Like that scale of CEO job is a scale that operates within my strengths and weaknesses.

So I had awareness of strengths and weaknesses. Like, I know how to do the CEO job, right? And I think it kind of... 150 people or less, I'm as good as anyone else, right? Like that scale of CEO job is a scale that operates within my strengths and weaknesses.

Um, when you start getting to call it 500 people, a thousand people, part of the CEO job ends up becoming like, how do you govern the community of the company? Now it's not the only thing, but like, okay, like, you know, what the kinds of things that Jeff Wiener that I learned from him on, um,

Um, when you start getting to call it 500 people, a thousand people, part of the CEO job ends up becoming like, how do you govern the community of the company? Now it's not the only thing, but like, okay, like, you know, what the kinds of things that Jeff Wiener that I learned from him on, um,

was, all right, well, you start thinking of recruiting not as you going out and individually recruiting people or helping your hiring manager recruiting people, but you think about recruiting as a general strategy for the company. And how does that general strategy work? And how do you have, like, for example, you get to this point in these scale companies where you start having onboarding days.

was, all right, well, you start thinking of recruiting not as you going out and individually recruiting people or helping your hiring manager recruiting people, but you think about recruiting as a general strategy for the company. And how does that general strategy work? And how do you have, like, for example, you get to this point in these scale companies where you start having onboarding days.

So, like, for example, new employees start at one of the onboarding days, and they start as a group together. So it's kind of like, okay, we're going through kind of how it works, and we're integrating people into the different groups, like the salespeople, the engineers, and they're going into their different groups. We're approaching it as the engine of the company.

So, like, for example, new employees start at one of the onboarding days, and they start as a group together. So it's kind of like, okay, we're going through kind of how it works, and we're integrating people into the different groups, like the salespeople, the engineers, and they're going into their different groups. We're approaching it as the engine of the company.