Sarah Lacy

Well, I mean, unfortunately, this is kind of something everyone knows about him now.

Well, I mean, unfortunately, this is kind of something everyone knows about him now.

Well, I mean, unfortunately, this is kind of something everyone knows about him now.

Well, so let me give you the twist on it, because I do think this is the key to what makes him so unique. So the fact that he is, you know, he talks a lot about this, like every year there's a big thing he wants to learn. Right. And he like throws himself into it.

Well, so let me give you the twist on it, because I do think this is the key to what makes him so unique. So the fact that he is, you know, he talks a lot about this, like every year there's a big thing he wants to learn. Right. And he like throws himself into it.

Well, so let me give you the twist on it, because I do think this is the key to what makes him so unique. So the fact that he is, you know, he talks a lot about this, like every year there's a big thing he wants to learn. Right. And he like throws himself into it.

And I know a lot of CEOs who like talk a big game about always wanting to be learning or whatever, and growth mindsets have become super popular after that. But I think the piece that Mark does that other people don't always see from the outside is this extreme humility and amazing self-awareness. So he knows when he doesn't know something and he doesn't just go in to learn it.

And I know a lot of CEOs who like talk a big game about always wanting to be learning or whatever, and growth mindsets have become super popular after that. But I think the piece that Mark does that other people don't always see from the outside is this extreme humility and amazing self-awareness. So he knows when he doesn't know something and he doesn't just go in to learn it.

And I know a lot of CEOs who like talk a big game about always wanting to be learning or whatever, and growth mindsets have become super popular after that. But I think the piece that Mark does that other people don't always see from the outside is this extreme humility and amazing self-awareness. So he knows when he doesn't know something and he doesn't just go in to learn it.

He gives himself or he used to, and I don't, I'm not close to him anymore, but he would really put himself in a position of extreme humility and he had no ego in the fact that of, oh, I don't know this thing. I have to posture like I know it. He'd be like, I don't know this thing and it's vital.

He gives himself or he used to, and I don't, I'm not close to him anymore, but he would really put himself in a position of extreme humility and he had no ego in the fact that of, oh, I don't know this thing. I have to posture like I know it. He'd be like, I don't know this thing and it's vital.

He gives himself or he used to, and I don't, I'm not close to him anymore, but he would really put himself in a position of extreme humility and he had no ego in the fact that of, oh, I don't know this thing. I have to posture like I know it. He'd be like, I don't know this thing and it's vital.

And I learned this firsthand because at one point I was like, why is this person giving me so much access? Because really at the beginning, he was like, why do we need press? Like there's no one that is in Facebook's audience who's reading Businessweek. Like he was pretty skeptical of the whole thing and he didn't talk to other journalists.

And I learned this firsthand because at one point I was like, why is this person giving me so much access? Because really at the beginning, he was like, why do we need press? Like there's no one that is in Facebook's audience who's reading Businessweek. Like he was pretty skeptical of the whole thing and he didn't talk to other journalists.

And I learned this firsthand because at one point I was like, why is this person giving me so much access? Because really at the beginning, he was like, why do we need press? Like there's no one that is in Facebook's audience who's reading Businessweek. Like he was pretty skeptical of the whole thing and he didn't talk to other journalists.

And there came a point where I was just like, why am I getting so much access? This is so bizarre. And, and so I asked him that question and he said, he said, because I've noticed when I'm talking to you, I go in not thinking I'm going to say things. And then I suddenly start telling you things and you're so much better at people than I am.

And there came a point where I was just like, why am I getting so much access? This is so bizarre. And, and so I asked him that question and he said, he said, because I've noticed when I'm talking to you, I go in not thinking I'm going to say things. And then I suddenly start telling you things and you're so much better at people than I am.

And there came a point where I was just like, why am I getting so much access? This is so bizarre. And, and so I asked him that question and he said, he said, because I've noticed when I'm talking to you, I go in not thinking I'm going to say things. And then I suddenly start telling you things and you're so much better at people than I am.

And so as you're asking me questions and I'm telling you things you need for your job, I'm trying to figure out how you're doing that.

And so as you're asking me questions and I'm telling you things you need for your job, I'm trying to figure out how you're doing that.