Reid Hoffman

Another way is the culture deck for Reed Hastings, which actually just started as when they were looking at the attrition of like, why are people leaving? It was like, well, they didn't understand our culture when they got here. So let's first create a culture deck to onboard them. And then, shit, we should publish it, right? Because don't come here if you're looking for a family.

Another way is the culture deck for Reed Hastings, which actually just started as when they were looking at the attrition of like, why are people leaving? It was like, well, they didn't understand our culture when they got here. So let's first create a culture deck to onboard them. And then, shit, we should publish it, right? Because don't come here if you're looking for a family.

You have to intentionally try to do it. And by the way, Uber is an example of something that had a very chaotic and challenging company culture and had to refactor it to be a good, stable public company as you're getting. And the usual heuristic rule of thumb is that refactoring culture is actually, in fact, really hard. It is hard. It's not necessarily impossibly hard.

You have to intentionally try to do it. And by the way, Uber is an example of something that had a very chaotic and challenging company culture and had to refactor it to be a good, stable public company as you're getting. And the usual heuristic rule of thumb is that refactoring culture is actually, in fact, really hard. It is hard. It's not necessarily impossibly hard.

You have to intentionally try to do it. And by the way, Uber is an example of something that had a very chaotic and challenging company culture and had to refactor it to be a good, stable public company as you're getting. And the usual heuristic rule of thumb is that refactoring culture is actually, in fact, really hard. It is hard. It's not necessarily impossibly hard.

You have to intentionally try to do it. And by the way, Uber is an example of something that had a very chaotic and challenging company culture and had to refactor it to be a good, stable public company as you're getting. And the usual heuristic rule of thumb is that refactoring culture is actually, in fact, really hard. It is hard. It's not necessarily impossibly hard.

You have to intentionally try to do it. And by the way, Uber is an example of something that had a very chaotic and challenging company culture and had to refactor it to be a good, stable public company as you're getting. And the usual heuristic rule of thumb is that refactoring culture is actually, in fact, really hard. It is hard. It's not necessarily impossibly hard.

Go to other companies. If you're looking for a team, like a professional sports team, come here. Because our culture is we ask ourselves the question every quarter, every year, if you wouldn't hire this person right now, give them a severance package, go hire somebody else. And so you create these cultural moments.

Go to other companies. If you're looking for a team, like a professional sports team, come here. Because our culture is we ask ourselves the question every quarter, every year, if you wouldn't hire this person right now, give them a severance package, go hire somebody else. And so you create these cultural moments.

Go to other companies. If you're looking for a team, like a professional sports team, come here. Because our culture is we ask ourselves the question every quarter, every year, if you wouldn't hire this person right now, give them a severance package, go hire somebody else. And so you create these cultural moments.

Go to other companies. If you're looking for a team, like a professional sports team, come here. Because our culture is we ask ourselves the question every quarter, every year, if you wouldn't hire this person right now, give them a severance package, go hire somebody else. And so you create these cultural moments.

Go to other companies. If you're looking for a team, like a professional sports team, come here. Because our culture is we ask ourselves the question every quarter, every year, if you wouldn't hire this person right now, give them a severance package, go hire somebody else. And so you create these cultural moments.

Dara really demonstrated with Uber. Actually, we had a master scale episode on that because it was the question of, okay, so you inherit something that's got a lot of really broken parts. What do you do? The punchline was, you don't show up and say, new sheriff in town. You say, hey, we did these great things. We already have what's greatness in this.

Dara really demonstrated with Uber. Actually, we had a master scale episode on that because it was the question of, okay, so you inherit something that's got a lot of really broken parts. What do you do? The punchline was, you don't show up and say, new sheriff in town. You say, hey, we did these great things. We already have what's greatness in this.

Dara really demonstrated with Uber. Actually, we had a master scale episode on that because it was the question of, okay, so you inherit something that's got a lot of really broken parts. What do you do? The punchline was, you don't show up and say, new sheriff in town. You say, hey, we did these great things. We already have what's greatness in this.

Dara really demonstrated with Uber. Actually, we had a master scale episode on that because it was the question of, okay, so you inherit something that's got a lot of really broken parts. What do you do? The punchline was, you don't show up and say, new sheriff in town. You say, hey, we did these great things. We already have what's greatness in this.

Dara really demonstrated with Uber. Actually, we had a master scale episode on that because it was the question of, okay, so you inherit something that's got a lot of really broken parts. What do you do? The punchline was, you don't show up and say, new sheriff in town. You say, hey, we did these great things. We already have what's greatness in this.

And these are all the different tool sets that you create for your particular business, your particular founders, management team, product market fit, competition landscape, et cetera, because it's not one culture, one size fits all. But being intentional is very important.

And these are all the different tool sets that you create for your particular business, your particular founders, management team, product market fit, competition landscape, et cetera, because it's not one culture, one size fits all. But being intentional is very important.

And these are all the different tool sets that you create for your particular business, your particular founders, management team, product market fit, competition landscape, et cetera, because it's not one culture, one size fits all. But being intentional is very important.