The Startup School 2013 event organized by YCombinator and Paul Graham had an impressive list of speakers including Mark Zuckerberg of Facebook, Jack Dorsey of Twitter/Square, Ron Conway of SV Angles, Phil Libin of Evernote and others.
Here are the notes if yesterday you weren’t at Flint center or missed the live online translation:
Here are the notes from the talk by Jack Dorsey — Founder, Square, Twitter
Reading to us from books that have helped him along the way, adding his own thoughts.
Robert Henri — The Art Spirit
- One of the biggest lessons is how important the work is — not just the end product itself, but also the craft.
- If you do something meaningful, you are going to have to pay for it and all the work, but you will enjoy it for the rest of your life.
- We are not here to do what has already been done.
- It’s so easy to fall in the footsteps of others — to do what they do because you think it’s the right way. You have to find your own path.
- You have to be a master of your own tools — that mastership is not a destination, but a process, and constant practice will get you there.
- We have so many ideas, but what really matters is the work that you put into these ideas.
- We work so hard to get some sort of acceptance in the world, to get some sort of positive feedback. We look at others and their success seems so fast, just a moment — but it takes years of patience.
- In building a team/organization/company, you cannot build anything without a shared sense of purpose. You will wobble, not do anything that is timeless.
- One of the most important things about what we do is that we’re building what we want to see in the world, and making a bet that others want to see the same things in the world. The most important thing is that you have the passion to build for yourself. That’s what is infections and will bring other people to your cause.
Bill Walsh — The Score Takes Care of Itself
- One of the hardest transitions is to go from individual creation to actually leading a team — Jack fumbled with this along the way.
- Start first with a philosophy, idea, purpose, mission, then go find people to help you implement it.
- As you start building a team, you need to set expectations around how people need to perform around the company, how people need to act in the company. If you react to the outside instead, you are building someone else’s roadmap, not your own.
- One of the hardest things to do when you start building a technology/a company is to be positive.
- Not so much that people are lucky, they’re prepared to recognize fortunate situations + act on them when they occur.
- 13 tenets to be a leader
- In many startups, the folks who start early are on cruise control and have the least responsibility in the company, when they should have the most.
- You want a contrast between fun and having a good amount of tension.
- As you continue to build and succeed, you develop a “success disease”. Avoid it. Getting to the top makes everything harder, not easier.
- There is never a better time to do the hard things than when things are going extremely well — both as an individual and as a team.
Jack has a note for everyone at his company, everyone he talks to.
Find something you check on a daily basis. Create a new note, name it Daily, write Do:, Don’t: headings. Put in everything you want to do, everything you don’t want to do. The easiest way to add to the Don’ts is noticing something you never want to do again.
- Stay present.
- Be vulnerable. Show people your mistakes and fears, because they can relate.
- Drink only lemon water and red wine.
- Do x squats, run 3 miles, etc etc.
- Stand up straight.
- Say hello to everyone.
- Get 7 hours of sleep.
- Don’t avoid eye contact.
- Don’t be late.
- Don’t set expectations for someone and not meet them.
- Don’t eat sugar, wheat, lentils, dairy…
- Don’t drink hard liquor or beer on weekdays.
Doing this gives you focus, helps you ignore everything else that’s going on, all the noise. Square has a Do and Don’t list which has been fundamental in helping them move fast, continue to innovate, push the boundaries, question + reset everything they think about the organization.
What’s the end product? Something that delights people, something people can’t help but engage in. We want to create something that resonates with every single person on the planet.
Leave you with one of my favorite songs: “Angoisse”
If you take away anything from this day, it’s that you are the future, you are the ones that have the ideas in your head, you are the only ones who can build it for yourself, and that is your task — you are building what you want to see in the world, you’re making a bet with the world that you’re building something useful to other people.
Reading blog posts is good, but watching video courses is even better because they are more engaging.
A lot of developers complained that there is a lack of affordable quality video material on Node. It's distracting to watch to YouTube videos and insane to pay $500 for a Node video course!
[End of sidenote]
— Phil Libin (@plibin) October 19, 2013
Paul Graham interview with Mark Zuckerberg — Founder, Facebook
When you sat down to write Facebook during that reading period, what was the first thing you wrote?
Built a lot of stuff for himself initially, then after going to college stated wanting to build products that helped him connect with the people around him. Built a course graph his sophomore year to try to figure out what classes he wanted to take, what other people wanted to take. Had thousands of people use it, spending time just browsing other people. Realized that people were really missing from the internet, still think that they’re missing from a lot of the software that we built — hence the development platform at Facebook.
Why did you win, launching Facebook at schools with competing services?
The focus on real identity, the connections between people. We care the most about other people, but that wasn’t there on the internet. You can’t just send a web crawler around, you have to build tools that let people share this content themselves. A lot of what they built was a framework where people can share in this way. None of the competition had the concept of connections. Friending was the real critical piece, along with the sense of real identity within the community. The advantage of using a pseudonym though is people can be critical, you don’t lose social proof so it might be more productive. (aside: Don’t use only Facebook connect — use two.)
Did Facebook have to start a college thing to be successful?
Don’t think so — they always thought a big company was going to do it, build the community that connects everyone. All these companies had more engineering power/server/time/money, the same situation as we are in now. Facebook just cared more about it, felt in their heart + gut that they wanted to do it. It’s not that someone else can’t do it — they actually can, the odds are stacked against you — but often it’s your belief and the amount you care that drive you to do it. It selects the people who really care about it.
Personal characteristics, biggest mistake?
Determination is the biggest piece. Don’t even bother trying to avoid mistakes because you’re going to make tons of mistakes — the important thing is learning quickly from your mistakes and not giving up.
Do you think Facebook had a rougher time early on than typical startups? How did you learn?
Z didn’t know anything about business at the start. Mistakes are fine; you move forward and it doesn’t matter. Keep pushing forward and that’s how it goes.
Start out as a 19 year old, have a website going through the roof. You had to learn how to create this organization, to be a manager. How did you learn?
Through a lot of mistakes — don’t think anyone is good at hiring just from the start. For each role, they had a lot of traffic until they settled on the one that worked the best — though different stages of the company needed different people, so it was a moving target. Developed some heuristics along the way: the only actual way to let someone analyze whether someone was really good, is if they would work for the person. If you build a company that has these values, you’ll build a pretty strong company. Other things you have to throw yourself into in different ways: like public speaking — Z accepted a bunch of invitations for speeches, went up to give a speech without having prepared anything. Do that a few times and you stop being afraid. The practice desensitizes you, doesn’t make you good at public speaking.
Do you like managing?
The great part of a team is that you make better decisions as a whole than individually as the sum of the parts. It’s great to hire and work with people that you can learn from.
When you lived in that house in Palo Alto, what was your mental model of a startup founder?
There’s this culture in SV that makes startups seem glamorous. I’ve never believed that, never had a goal of starting a startup. My goal when i realized I had a company is to make it a good company as fast as possible — out of the startup phase where you’re scared of dying, to a phase where you can start making something interesting. Didn’t read any books before that about startups, but eventually learned a ton from Peter Thiel etc.
Idea about making Facebook as a platform?
The idea that the tools I’m building can be part of a broader ecosystem — originally it was already clear that a lot of the software that we use should have people at the center of it. People want to learn about people, it’s a really core thing in our psychology.
Peter Thiel and Sean Parker were both influential in terms of strategy. Any specific examples?
Peter Thiel was really focused on network effects. Has a model to make decisions: as the complexity of the company grows, every day you’ll see 100 things that you need to do. Pick just one of them and do it — chances are there are only 1–2 things out of the 100 that are actually important. Focus on the one thing that matters, figure out the one thing that matters. For them, it was to connect people as fast as possible — built a lot of tools that helped people do what they wanted to do, remove as much friction as possible.
Have a concept called lockdown: when another company gets ahead on some thing that was strategic for them, back then they literally locked themselves in a house and didn’t leave until they figured it out. Even now they do something similar — if there’s a competitor that has something that they really need, they won’t stop until they take care of it.
Do you think you had to ever worry about College Facebook, etc?
It is possible that if they had done better, had gone faster, then maybe. Still haven’t beaten the guys in Russia though.
People tend to focus on strategic competitors who are doing something related, but companies that just clone you are often just as annoying. You do want to internationalize and take care of these really quickly, since once they become lodged in they get really annoying.
What is that you care too much about?
Connecting everyone. Still putting in tons of resources in connecting people who don’t even have internet — doing it because it’s the right thing to do.
— chris dixon (@cdixon) October 20, 2013
Microsoft MVP | Book and Course Author | Software Engineering Leader
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