Winston Weinberg

So obsession is definitely very important, but the one that I look for right now a lot is ownership.

And there's a bunch of different ways that you can assess this.

But you do over time, you start to be able to just read if someone actually can take ownership over something or not.

And the reason this becomes really important is as you scale as a company, it becomes really hard to figure out where a problem is stemming from.

It becomes hard.

This is how this ends up going.

It used to be I knew every single thing that was going on at a company, and I can just be like, hey, that's where the problem is.

I'm going to unblock that, right?

Now we're getting to the point where I know most of what's going on at the company, but sometimes something is so low down that I don't know what the problem is.

And if I ask five people, they'll all do this.

It's like the Spider-Man.

Yeah, and it's just all over the place.

Yeah, exactly, right?

It was Johnny who left.

It was Johnny, and I don't know.

And I have found that there are a lot of people in tech that have done a really good job managing up.

They have ridden a wave of their team success without being successful themselves.

So the thing that I look for a lot is, can people admit their mistakes?

It is so obvious that

when someone is actually admitting mistakes versus they're saying that one of the biggest things they've done wrong is actually like something that's really great.