> Their advice could be optimistically summarized as "hire good people and give them room to do their jobs."
What's the definition of 'good people' in the sense that nobody knowingly hires 'bad' people. And to my other points (below) how is someone with (very very generally) no actual business experience (or very little ie in or out of college) supposed to know if someone is good (or just faking it even with embelished references) if they don't themselves have an idea of what 'good' is? (Also how well they are able to read people.
> You tell your direct reports what to do, and it's up to them to figure out how. But you don't get involved in the details of what they do. That would be micromanaging them, which is bad.
If you are a startup founder typically you wouldn't be able to anyway because a) You don't know their job and b) You actually don't know that much about business (or operating one) to begin with.
> judging from the report of founder after founder, what this often turns out to mean is: hire professional fakers and let them dr ive the company into the ground.
To my first point because they don't know enough don't have enough actual experience to even know how to vet someone. Welcome to the business world where actual time in business does make a difference.
> Steve presumably wouldn't have kept having these retreats if they didn't work. But I've never heard of another company doing this.
While Steve might have had other reasons for keeping the retreats the fact that PG has never heard of another company doing it could just be because Paul only reads what he reads AND not every company talks about things they do in a public way.
What's the definition of 'good people' in the sense that nobody knowingly hires 'bad' people. And to my other points (below) how is someone with (very very generally) no actual business experience (or very little ie in or out of college) supposed to know if someone is good (or just faking it even with embelished references) if they don't themselves have an idea of what 'good' is? (Also how well they are able to read people.
> You tell your direct reports what to do, and it's up to them to figure out how. But you don't get involved in the details of what they do. That would be micromanaging them, which is bad.
If you are a startup founder typically you wouldn't be able to anyway because a) You don't know their job and b) You actually don't know that much about business (or operating one) to begin with.
> judging from the report of founder after founder, what this often turns out to mean is: hire professional fakers and let them dr ive the company into the ground.
To my first point because they don't know enough don't have enough actual experience to even know how to vet someone. Welcome to the business world where actual time in business does make a difference.
> Steve presumably wouldn't have kept having these retreats if they didn't work. But I've never heard of another company doing this.
While Steve might have had other reasons for keeping the retreats the fact that PG has never heard of another company doing it could just be because Paul only reads what he reads AND not every company talks about things they do in a public way.