Zach Perret

And while I am a fan of micromanagement or actually said differently, I'm a fan of like sweating the details, which is one of our core values in certain areas. And if you try to micromanage everything, it's never going to work. And I think he like didn't hit the nail on the head of like like the whole point is like delegate effectively.

And while I am a fan of micromanagement or actually said differently, I'm a fan of like sweating the details, which is one of our core values in certain areas. And if you try to micromanage everything, it's never going to work. And I think he like didn't hit the nail on the head of like like the whole point is like delegate effectively.

And while I am a fan of micromanagement or actually said differently, I'm a fan of like sweating the details, which is one of our core values in certain areas. And if you try to micromanage everything, it's never going to work. And I think he like didn't hit the nail on the head of like like the whole point is like delegate effectively.

If you delegate something and it really matters, you got to stay close to it. If you delegate something, it doesn't matter. You stay a little further away from it. Don't overdelegate. Because I think that that's the mode that it seems like a lot of people at companies that we're talking about a lot were in. And I've certainly seen that. We certainly made mistakes with over-delegation.

If you delegate something and it really matters, you got to stay close to it. If you delegate something, it doesn't matter. You stay a little further away from it. Don't overdelegate. Because I think that that's the mode that it seems like a lot of people at companies that we're talking about a lot were in. And I've certainly seen that. We certainly made mistakes with over-delegation.

If you delegate something and it really matters, you got to stay close to it. If you delegate something, it doesn't matter. You stay a little further away from it. Don't overdelegate. Because I think that that's the mode that it seems like a lot of people at companies that we're talking about a lot were in. And I've certainly seen that. We certainly made mistakes with over-delegation.

But I do worry that it's going to be a little misinterpreted.

But I do worry that it's going to be a little misinterpreted.

But I do worry that it's going to be a little misinterpreted.

Totally. I think people are going to see that there's Steve Jobs top 100 offsite that did it. People are going to see that and say, I should do a top 100 offsite, or top 50 offsite, top 20 offsite. That's actually horrible in a lot of companies. He did it for a specific reason. And I don't know what the specific reason was, but he had a specific reason in mind.

Totally. I think people are going to see that there's Steve Jobs top 100 offsite that did it. People are going to see that and say, I should do a top 100 offsite, or top 50 offsite, top 20 offsite. That's actually horrible in a lot of companies. He did it for a specific reason. And I don't know what the specific reason was, but he had a specific reason in mind.

Totally. I think people are going to see that there's Steve Jobs top 100 offsite that did it. People are going to see that and say, I should do a top 100 offsite, or top 50 offsite, top 20 offsite. That's actually horrible in a lot of companies. He did it for a specific reason. And I don't know what the specific reason was, but he had a specific reason in mind.

And the way that he applied it and used it was incredible for Steve Jobs at Apple at the size that they were at the time that it was that thing. It doesn't mean that that practice is universally applicable. I also think that building a philosophy off of Brian Chesky, who's one of the most amazing leaders, yeah, everyone can learn a lot from Brian. But not all of us are Brian.

And the way that he applied it and used it was incredible for Steve Jobs at Apple at the size that they were at the time that it was that thing. It doesn't mean that that practice is universally applicable. I also think that building a philosophy off of Brian Chesky, who's one of the most amazing leaders, yeah, everyone can learn a lot from Brian. But not all of us are Brian.

And the way that he applied it and used it was incredible for Steve Jobs at Apple at the size that they were at the time that it was that thing. It doesn't mean that that practice is universally applicable. I also think that building a philosophy off of Brian Chesky, who's one of the most amazing leaders, yeah, everyone can learn a lot from Brian. But not all of us are Brian.

I do think that a lot of the advice given, quote unquote, is really applicable narrowly and not broadly. Every founder needs to, for the big important things, make a decision on their own of what really works and then be willing to go back and remake those decisions time and time again.

I do think that a lot of the advice given, quote unquote, is really applicable narrowly and not broadly. Every founder needs to, for the big important things, make a decision on their own of what really works and then be willing to go back and remake those decisions time and time again.

I do think that a lot of the advice given, quote unquote, is really applicable narrowly and not broadly. Every founder needs to, for the big important things, make a decision on their own of what really works and then be willing to go back and remake those decisions time and time again.

I will say, I think that for 80% of the things in a company, you can literally just copy what's been done before. And 20% of the things, you need to be unique and spend all your effort in being really, really unique. But there are some of these things like, I'll take, for example, sales.

I will say, I think that for 80% of the things in a company, you can literally just copy what's been done before. And 20% of the things, you need to be unique and spend all your effort in being really, really unique. But there are some of these things like, I'll take, for example, sales.