Stephen Bartlett

People would sign up, but then they wouldn't do anything, and then they'd drop out. And so finally, Zuck just said, okay. we have some belief that if people have more friends, that they will engage. And so they didn't, and here's the thing, like with the uncertainty, they couldn't prove it. He just was like, I feel like that's better than them not having friends.

People would sign up, but then they wouldn't do anything, and then they'd drop out. And so finally, Zuck just said, okay. we have some belief that if people have more friends, that they will engage. And so they didn't, and here's the thing, like with the uncertainty, they couldn't prove it. He just was like, I feel like that's better than them not having friends.

And so he said, all right, the new goal is 10 friends in 14 days. That's the goal. So we have to create the experience so that we can get it to introduce them to 10 people or connect them with 10 people that they already know on the platform within 14 days. And as soon as that happened, then obviously Facebook took off or continued to grow.

And so he said, all right, the new goal is 10 friends in 14 days. That's the goal. So we have to create the experience so that we can get it to introduce them to 10 people or connect them with 10 people that they already know on the platform within 14 days. And as soon as that happened, then obviously Facebook took off or continued to grow.

And so he said, all right, the new goal is 10 friends in 14 days. That's the goal. So we have to create the experience so that we can get it to introduce them to 10 people or connect them with 10 people that they already know on the platform within 14 days. And as soon as that happened, then obviously Facebook took off or continued to grow.

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.

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.

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.