Everything in life has some risk, and what you have to actually learn to do is how to navigate it.
Observe, orient, decide, act. It's fighter pilot terminology. If you have the faster OODA loop in a dogfight, you live. The other person dies. In Silicon Valley, the OODA loop of your decision-making is effectively what differentiates your ability to succeed.
MySpace is like a bar, Facebook is like the BBQ you have in your back yard with friends and family, play games, share pictures. Facebook is much better for sharing than MySpace. LinkedIn is the office, how you stay up to date, solve professional problems.
Starting a company is like throwing yourself off the cliff and assembling an airplane on the way down.
Silicon Valley is a mindset, not a location.
Social networks do best when they tap into one of the seven deadly sins. Facebook is ego. Zynga is sloth. LinkedIn is greed.
Hard work isn't enough. And more work is never the real answer. The sort of grit you need to scale a business is less reliant on brute force. It's actually one part determination, one part ingenuity, and one part laziness.
Some people mistake grit for sheer persistence - charging up the same hill again and again. But that's not quite what I mean by the word 'grit.' You want to minimize friction and find the most effective, most efficient way forward. You might actually have more grit if you treat your energy as a precious commodity.
Blitzscaling is always managerially inefficient - and it burns through a lot of capital quickly. But you have to be willing to take on these inefficiencies in order to scale up. That's the opposite of what large organizations optimize for.
I actually think every individual is now an entrepreneur, whether they recognize it or not.
One of the challenges in networking is everybody thinks it's making cold calls to strangers. Actually, it's the people who already have strong trust relationships with you, who know you're dedicated, smart, a team player, who can help you.
Blitzscaling is what you do when you need to grow really, really quickly. It's the science and art of rapidly building out a company to serve a large and usually global market, with the goal of becoming the first mover at scale. This is high-impact entrepreneurship.
Your network is the people who want to help you, and you want to help them, and that's really powerful.
Death Row inmates are almost twice as expensive to house each year as other inmates. Death penalty trials are much costlier than trials where execution is not a potential punishment and consume more time from judges, public defenders, and other legal personnel.
My belief and goal is that every professional in the world should be on a service liked LinkedIn.
To have your parents get divorced at a young age, there's a lot of turbulence. We all grew up together, in some way. It was not idyllic. It was intense, vibrant, sometimes oppressive. I felt I was very much in a world of my own. I didn't meld much in school. I was kind of a loner.
The opportunity to build an enduring product far outweighs the cost of alienating a few users along the way. And the sooner you internalize that trade-off, the faster you'll move along the path to scale.
As an entrepreneur and investor, I prioritize construction and collaboration. Whether it's a five-person start-up or a global giant, the companies that are most productive are the ones whose employees operate with a shared sense of purpose and a clear set of policies for responding to changing conditions and new opportunities.
Sometimes freedom from normal rules is what gives you competitive advantage.
If you can get better at your job, you should be an active member of LinkedIn, because LinkedIn should be connecting you to the information, insights and people to be more effective.
