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.

But that kind of getting the scale can have all kinds of advantages. One is capital markets reward you versus whoever's in second place as part of the Cadillac and steak knives. Employees more want to work there. But when customers or members, if it's a consumer internet thing, think, well, what's the one that everyone's talking about? It's the one that's the first to scale, right?

But that kind of getting the scale can have all kinds of advantages. One is capital markets reward you versus whoever's in second place as part of the Cadillac and steak knives. Employees more want to work there. But when customers or members, if it's a consumer internet thing, think, well, what's the one that everyone's talking about? It's the one that's the first to scale, right?

But that kind of getting the scale can have all kinds of advantages. One is capital markets reward you versus whoever's in second place as part of the Cadillac and steak knives. Employees more want to work there. But when customers or members, if it's a consumer internet thing, think, well, what's the one that everyone's talking about? It's the one that's the first to scale, right?

But that kind of getting the scale can have all kinds of advantages. One is capital markets reward you versus whoever's in second place as part of the Cadillac and steak knives. Employees more want to work there. But when customers or members, if it's a consumer internet thing, think, well, what's the one that everyone's talking about? It's the one that's the first to scale, right?

But that kind of getting the scale can have all kinds of advantages. One is capital markets reward you versus whoever's in second place as part of the Cadillac and steak knives. Employees more want to work there. But when customers or members, if it's a consumer internet thing, think, well, what's the one that everyone's talking about? It's the one that's the first to scale, right?

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.

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.

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 so in all of these fields, you have advantages. Now, you might also have a business with network effects, where those network effects become a really important, growing, super linear kind of competitive moat, whether it's like Airbnb or Uber or others, LinkedIn, or if it's just a, well, I'm ahead, and so by default,

And so in all of these fields, you have advantages. Now, you might also have a business with network effects, where those network effects become a really important, growing, super linear kind of competitive moat, whether it's like Airbnb or Uber or others, LinkedIn, or if it's just a, well, I'm ahead, and so by default,

And so in all of these fields, you have advantages. Now, you might also have a business with network effects, where those network effects become a really important, growing, super linear kind of competitive moat, whether it's like Airbnb or Uber or others, LinkedIn, or if it's just a, well, I'm ahead, and so by default,