The book does get into some of the other issues you mention in other sections. There are only a few pages about "managing in a downturn" (which is literally the name of a section later in the book).
I think when we finally end this long bull market run we have been in, there will be lots of pain (and lots of articles and blogs about what to do now that the sky is falling).
Thanks again for taking a look!
I think the two key things are to (1) spend time where hypersmart, slightly weird people are and (2) focus on markets with real (versus theoretical) needs...
Yeah I'm gonna disagree with you there. These are some of the things he's said over the years
"I realized I felt more comfortable discussing controversial ideas in Beijing than in San Francisco"
"This is uncomfortable, but it’s possible we have to allow people to say disparaging things about gay people if we want them to be able to say novel things about physics."
http://blog.samaltman.com/e-pur-si-muove
"US growth has stagnated while Chinese growth has continued to do pretty well. The US has become less competitive globally"
"The current business model of the US requires the dollar to be the world reserve currency, though the Chinese currency is rapidly becoming a viable alternative"
"The other stark contrast is how much harder people in China seem to work than people here, and how working hard is considered a good thing, not a bad thing."
https://venturebeat.com/2018/02/11/what-sequoias-mike-moritz... https://techcrunch.com/2018/01/19/moritz-sabotages-sequoia-a... https://twitter.com/dhh/status/954319522151976960 https://gizmodo.com/sam-altman-is-an-idiot-1821327260 https://www.bloomberg.com/view/articles/2017-12-15/appraisal...
But some are just "I need some work horses who do 100h a week for my gain" kind of stuff
Either way, his observations suggest someone who thinks about major issues and reaches his own conclusions - something I appreciate.
Going to a repressive country saying that you feel free in thought is pretty controversial. If you are doing that as someone who is rich and has influence it is a lot worse.
> You can reasonably disagree with them but Sam seems to have made them in good faith based on his observations.
Everyone does, or can at least be said to do, that. That doesn't mean anything. What means something is whether your thoughts and conclusions have merit. That you communicate the things you are saying clearly and that those things hold up to scrutiny.
His opinions doesn't do that. Being interviewed by people you know and being discussed on forums that are friendly to you isn't much of a discussion at all. And a lack of you hearing something isn't an indication of that whoever has your ear is right.
Matt Levine is one of the few people who even cares to comment on such things. He is fairly well respected even on HN. This is what he has to say:
> Silicon Valley entrepreneurs are bold iconoclastic innovators who move fast and break things and question established paradigms to change the world, unless someone makes fun of them. In which case they crumple instantly? There's no suggestion of actual censorship in Altman's post, no chance of the government suppressing controversial opinion (as it does in China!). It is just a sort of cringing terror that someone might disagree with you, say that you're wrong, criticize your priorities, make jokes at your expense. "How can I change the world if someone might mock me on Twitter?"
https://www.bloomberg.com/view/articles/2017-12-15/appraisal...
This article, also trending on HN today, is illuminating on what life in China is like: http://www.baldingsworld.com/2018/07/17/balding-out/
The highlights of this interview imo are the following pieces of advice:
1) get a coach sooner than later
2) always keep revisiting what is urgent vs important and keep prioritizing; if in 'war-mode' then users, team, revenue above all else; ignore things that don't amount to much (potential candidates: investor updates, press, conferences etc -- they are not more valuable than users)
3) don't get too far away from the product (some things cannot be delegated early on)
4) "boards hate surprises...and boards hate feeling like you’re trying to hide bad news". Be open. Ask for help.
Really great points.
I feel that the point about the role of the CEO in a downturn is under-explored in this interview (felt rushed). This is rich territory (and relevant). The discussion about specific examples of things that don't merit CEO time veers into 'made-up territory' quickly and doesn't feel relevant -- e.g. some "[CEOs] then stop going to the executive team meeting (that’s a very bad idea)" -- I don't see as many companies as these two, but no CEO stops going to an executive team meeting (infact, bad CEOs go to too many of those! as they enjoy 'playing CEO' :)). If a CEO stops going to an executive team meeting, that is quite counter-intuitive and interesting in many respects in of itself (e.g. there is a fire; CEO doesn't want to be CEO etc) :-) I feel Elad should have pressed more as an interviewer rather than rushing to the next point.
Overall, always good to hear sama's views -- he is an incredibly important investor of our age (my prediction). And Elad thanks for working on this book. For a few $$ everyone can get this wisdom -- you did a great service for entrepreneurs. Congrats on the launch.