Stephen Bartlett

And so he wasn't like, oh, Facebook doesn't work anymore or social networks aren't going to be a thing. It's usually way smaller and way bigger. the adjustment you need to make is much more nuanced than what you originally expect.

If the foundational principle of like cutting hair, mowing lawns, whatever, it's like this problem exists and I can charge a certain amount and make a profit on it, then there's nothing wrong with the business. It's just what is the constraint that's holding us back? And then usually zooming into the constraint and realizing there's 20 things that are contributing to the outcome, not one.

If the foundational principle of like cutting hair, mowing lawns, whatever, it's like this problem exists and I can charge a certain amount and make a profit on it, then there's nothing wrong with the business. It's just what is the constraint that's holding us back? And then usually zooming into the constraint and realizing there's 20 things that are contributing to the outcome, not one.

If the foundational principle of like cutting hair, mowing lawns, whatever, it's like this problem exists and I can charge a certain amount and make a profit on it, then there's nothing wrong with the business. It's just what is the constraint that's holding us back? And then usually zooming into the constraint and realizing there's 20 things that are contributing to the outcome, not one.

And that's where expertise and you develop that expertise by trying and failing. Yeah. And that's just the name of the game. And so I think you have to have an incredibly high tolerance for failure without internalizing it and feeling like you yourself are a failure as a result of failure.

And that's where expertise and you develop that expertise by trying and failing. Yeah. And that's just the name of the game. And so I think you have to have an incredibly high tolerance for failure without internalizing it and feeling like you yourself are a failure as a result of failure.

And that's where expertise and you develop that expertise by trying and failing. Yeah. And that's just the name of the game. And so I think you have to have an incredibly high tolerance for failure without internalizing it and feeling like you yourself are a failure as a result of failure.

Yeah.

Yeah.

Yeah.

And this goes back to the who. Which is if you, at some point, if you want to have a really ridiculously successful company, it will require more lifetimes of expertise than you can live. And so then it becomes a recruiting game. Like very quickly, almost all business becomes recruiting.

And this goes back to the who. Which is if you, at some point, if you want to have a really ridiculously successful company, it will require more lifetimes of expertise than you can live. And so then it becomes a recruiting game. Like very quickly, almost all business becomes recruiting.

And this goes back to the who. Which is if you, at some point, if you want to have a really ridiculously successful company, it will require more lifetimes of expertise than you can live. And so then it becomes a recruiting game. Like very quickly, almost all business becomes recruiting.

Which is how do I, I mean, if you listen to Zuck talk about it, you listen to Elon talk about it, you listen to Steve Jobs talk about it. Steve would talk about how the best players that he had in the company, he would set aside like a year to 18 months to bring them in. Amen. And he said, every time I, you know, I knew who I wanted.

Which is how do I, I mean, if you listen to Zuck talk about it, you listen to Elon talk about it, you listen to Steve Jobs talk about it. Steve would talk about how the best players that he had in the company, he would set aside like a year to 18 months to bring them in. Amen. And he said, every time I, you know, I knew who I wanted.

Which is how do I, I mean, if you listen to Zuck talk about it, you listen to Elon talk about it, you listen to Steve Jobs talk about it. Steve would talk about how the best players that he had in the company, he would set aside like a year to 18 months to bring them in. Amen. And he said, every time I, you know, I knew who I wanted.

And then I would, he's like, you know, I would take some calls with other people and I would just be like, but they're not John. Yeah. They're not John. And so he would just keep working on them and working on them and working them. And so eventually they're like, you know what? Fine. They give up.

And then I would, he's like, you know, I would take some calls with other people and I would just be like, but they're not John. Yeah. They're not John. And so he would just keep working on them and working on them and working them. And so eventually they're like, you know what? Fine. They give up.

And then I would, he's like, you know, I would take some calls with other people and I would just be like, but they're not John. Yeah. They're not John. And so he would just keep working on them and working on them and working them. And so eventually they're like, you know what? Fine. They give up.

And they're like, if this guy is this persistent, he probably will be a successful entrepreneur and he will take us there. And I think that people are the highest leverage thing that you can bring into the company outside of crazy technology.