Sundar Pichai

So there are aspects to that.

But, you know, like, look, I'm good at tuning out the noise.

I do watch out for signals.

You know, it's important to separate the signal from the noise.

So there are good people sometimes making good points outside. So you want to listen to it. You want to take that feedback in. But, you know, internally, like, you know, you're making a set of consequential decisions, right? As leaders, you're making a lot of decisions. Many of them are like inconsequential. Like it feels like, but over time you learn that.

So there are good people sometimes making good points outside. So you want to listen to it. You want to take that feedback in. But, you know, internally, like, you know, you're making a set of consequential decisions, right? As leaders, you're making a lot of decisions. Many of them are like inconsequential. Like it feels like, but over time you learn that.

So there are good people sometimes making good points outside. So you want to listen to it. You want to take that feedback in. But, you know, internally, like, you know, you're making a set of consequential decisions, right? As leaders, you're making a lot of decisions. Many of them are like inconsequential. Like it feels like, but over time you learn that.

So there are good people sometimes making good points outside.

So you want to listen to it.

You want to take that feedback in.

But, you know, internally, like, you know, you're making a set of consequential decisions, right?

As leaders, you're making a lot of decisions.

Many of them are like inconsequential.

Like it feels like, but over time you learn that.

Most of the decisions you're making on a day-to-day basis doesn't matter. Like you have to make them and you're making them just to keep things moving. But you have to make a few consequential decisions, right? And weird set up the... Right teams, right leaders. We had world-class researchers. We were training Gemini.

Most of the decisions you're making on a day-to-day basis doesn't matter. Like you have to make them and you're making them just to keep things moving. But you have to make a few consequential decisions, right? And weird set up the... Right teams, right leaders. We had world-class researchers. We were training Gemini.

Most of the decisions you're making on a day-to-day basis doesn't matter. Like you have to make them and you're making them just to keep things moving. But you have to make a few consequential decisions, right? And weird set up the... Right teams, right leaders. We had world-class researchers. We were training Gemini.

Most of the decisions you're making on a day-to-day basis doesn't matter.

Like you have to make them and you're making them just to keep things moving.

But you have to make a few consequential decisions, right?