Hi everyone.
How's it going?
Good, yeah that's right, yay.
Alright, as the slide says, I'm Molly.
And what I'm here to talk to you guys about today
is what I like to call the nine things
I wish someone had told me in 2007.
This is basically a list of everything
I wish someone had told me before
I started in a series of experiences
about three or four companies.
Of building companies, building teams,
and scaling companies and scaling teams.
So it comes from about three or four places.
I started Google actually in 2007
and was there for a year-and-a-half.
And then I moved on to Facebook.
And I was there for about four and a half years.
I started in 2008 when we were 500 people
and eighty million users.
And I left in 2012.
At the end of 2012 just after we went public.
And we were 5,500 people and 1.25 billion users.
So a lot of lessons that I'm going to
talk about today come from that experience
as well as a couple others I'll talk about.
At Facebook I basically had two jobs.
Two sections for my time there.
I spent two and a half years in HR and recruiting,
working on, for lack of a better explanation,
employment branding and culture.
And then I spent two and a half years
believe it or not helping figure out our
long-term mobile strategy.
So very different experiences.
One of the early lessons I learned at Facebook
is that job descriptions don't last very long
when you are scaling.
They basically expire about 14 seconds
after you take the job.
So the way that I have always thought about
jobs since then is actually as questions
that you need to answer.
So a lot of folks that work with me
I talk about the questions that you would
like to find your job.
And so my sections had two well there are two
governing questions to the first one,
and one governing question the second.
The first two were how do we talk to the
world outside about what it's like to work at Facebook?
This was long, long, long, before we were
comfortable using the word hacker.
So that was a fun adventure.
And then who do we want to be when we grow up?
Which is actually what Mark said to me at some point.
And then the second section,
that second two and a half years,
my governing question was,
"How do we end up being more than just an
"application on somebody else's operating system?"
Lots of fun adventures and stories
in that two and a half years.
My second big experience actually came from
a startup called Quip.
So I left Facebook and I wanted to learn
what it took to build something from nothing.
For anybody that has been through this
experience before it is a very exciting
and extremely different experience in
lots of ways than actually scaling a company.
You are fighting to survive.
You're fighting for people to give a shit about you.
And it is a highly interesting and emotional experience.
So I joined Quip when we about nine people.
I joined three months before we launched.
I helped launch the start up.
My title was Chief Operating Officer,
but FYI that title can mean a lot of different things.
So I basically did all the first sales,
launched the product, launched the company,
got all of our first sort of 100, 150 customers,
and then ended up hiring sales marketing leaders
and growing the company over time.
We sold Quip which is a living documents
that help your team work faster and better together.
We're partners of Slack.
So we sold that last year to Salesforce
for about 750 million dollars and I left.
So I had a full range of startup experiences in there.
And what I called the baby startup phase.
Like I said the phase where you're starting
fighting to exist.
And what I do today is I work at the
Chan Zuckerberg Initiative.
I run operations which I also have questions
that govern that job.
I'm trying to figure out who we are
and how we do things.
CZI is a philanthropic organization that
Mark Zuckerberg and Priscilla Chan started,
that is essentially trying to use technology
to start solve some of the world's hardest problems.
We do not have another organization in the world
that we can model ourselves after.
So a lot of what I do everyday is try to
figure out how we do things.
And how we make decisions.
And how we run the place.
So CZI has grown enormously.
Most people think we're like 10 people.
I started we were 40 people.
We are now a 175 people.
I've been there about eight months
so we've grown enormously.
CZI everyday I use every tool in my tool-kit.
Every experience I have from Facebook and Quip.
Trying to wrestle this amazing organization
into the best thing that it can be.
And what I want to talk about today is that tool kit.
So what am I using at CZI?
What have I learned over this period of time
that may or may not be valuable to you guys
in the organizations that you help run and grow.
Alright, nine things.
Number one, building and scaling companies
is really fucking hard.
(laughing)
It may sound obvious but this stuff is
hard in really unexpected ways.
I think a lot, like when I left Facebook
and went to Quip I was like,
"Oh, it'll just be a really intense
"startup experience and I'll work all the time."
And one of the most fascinating things was
that the hardest thing about Quip
wasn't the number of hours I put in.
It was how emotional it was to be
building something from nothing.
As many of you or some of you may know,
one of my metaphors for building
and scaling organizations is these Lego sculptures.
Somebody just asked me where this came from.
And it's actually something I started
using long ago at Google.
But I think of it as kindergartners sharing Legos.
So let me explain.
When you first start and you get
privilege of scaling or building a team it's exciting.
There's so many Legos.
There's either so much opportunity
and so many things to build.
And then at some point panic sets in.
There's too many Legos,
I have too much to do everyday,
I'm working all the time.
No one person can possibly do all of this.
I need help.
and so you go and you hire people.
Then a very interesting thing happens
which is that you get scared.
You get anxious, you get nervous,
you get territorial, you get frustrated.
I always say that when people on my
team come to me and say,
"What's that job that we're hiring for
"that's like loosely related to my job?"
I'm like, "Okay let's talk, I understand."
This can lead to one of two places.
Both depending on you and the organization
that you're a part of.
In well-run organizations where people
learn to share their Legos,
to give away their Legos,
to go on and move and build another
part of the Lego sculpture.
You end up being able to build more and build better.
In bad organizations,
or if you let these emotions govern,
you end up with much more exciting situations.
Where people or organizations entirely
can actually reduce progress as a whole
because they haven't learned how to
not let the emotions win.
I think one of the most counterintuitive
things about scaling when you first start
going through it is the fact that
adding more people doesn't actually
make less work for you.
What it does is enable the entire company to do more.
Scaling, particularly when you're going
through really rapid growth,
actually means giving away your job
with some amount of consistency.
I got so good at this at Facebook,
that I literally just started doing it by root.
I was constantly looking for the person
that was going to take my job.
Because we were just growing and scaling so fast.
It is a very insecure making experience.
But it is a really important literal skill
to learn as you grow and scale
organizations and teams.
One thing I just want to call out is the
difference between for example
my experience at Facebook
and my experience at Quip.
So, they both have some similarities
where at Facebook and at Quip there's this
moment of just delight.
Of oh, Legos.
There's so many Legos, it's so exciting, it's so fun.
We want everyone to feel like it
feels like this all the time.
At Facebook I would say there was
a lot more experiences like this.
Where there's just too much to do
and too many Legos.
But this constant feeling of insecurity
and fear about somehow eventually
becoming irrelevant by giving your
job away all the time.
At Quip, while there were lots of
experiences like this.
And I think one of the things you do
when your building startups is you
walk around telling everybody that it
always feels like this.
But the truth is the vast majority of the time
it actually feels like this.
Where there's sheer terror and a sense of
potential irrelevance for the entire
company at all times.
So, three things just related to this
and then I'll give you point number two.
Number one, one of the main things,
one of the main reasons that I talk about this
both internally and externally,
is it's going to be okay.
This is normal.
The fact that the process of hiring
really extraordinary people who logically
should have no reason to work for you,
makes you feel insecure,
is actually incredibly normal.
The challenge is not letting it own you.
Not letting the insecurity,
the emotions, the fear, all of those things own you.
And actually realizing there's just a cycle to it.
You can cycle from excitement, to fear,
back to boredom, back to loneliness,
back to excitement, and that's actually
part of the process and part of the experience.
The second is you just got to lean into it man.
Embrace the suck.
That cycle is normal and that means that
you just got to learn how to manage it for yourself.
And realize that it is part of what is
so exciting about building and scaling organizations.
And the third is get really good at
giving your job away.
I will talk more about this throughout this presentation.
But the act of giving your job away is
actually one of the things that can
make you successful inside rapidly
scaling organizations.
And it is incredibly insecure making
but also extremely important to your
own ability to grow.
Alright, point number two.
Your only job inside of scaling organizations
is to learn and grow as fast as you possibly can.
So I talk a lot about this graph
because a lot of technology companies in particular
have a graph like this.
This at Facebook was the monthly active user graph.
We obsessed about it as a company.
It was always our top line goal for a long time.
Now they've changed that metric.
But there's always a metric that you're
obsessively staring at.
At Slack it might be team growth.
For some companies its revenue.
But there's a graph that you orient
the whole company around.
This is the process of growing our users.
But one of the things that I think is
really important to understand is
this is how fast your company is changing.
This is how fast the world around you is evolving.
One of the most fascinating things
about this graph is that literally what it
indicates is that if you were the highest
performer at the company in 2008,
if you did not grow, if you did not change and
evolve with the company you would have been
underwater one year later.
You could have been the lowest performer
at the company one year later
because you we're working inside a different company.
And that is really important to internalize
because it leads to one of the
biggest principles which is that it
doesn't matter what you know today.
The question is how fast you can change.
The question is how fast you can learn
and grow and evolve.
Like I said, the second is that rate
of change and the fast growth.
You think you're sitting inside
a pile of Legos that looks like this.
It's manageable.
It's exciting, it's a little terrifying.
It's manageable.
The reality and inside scaling organizations
is that you're actually sitting in
something that looks like this.
You think the person you just hired is senior enough.
Usually they're not.
Because particularly what they do
is manage what exists today.
The point is the Lego pile is about seven times
larger than you actually think it is.
The only constant inside these organizations is change.
It is extremely humbling as a manager
and as a team-builder to realize that
you're almost always behind.
You thought you hired the right person.
You thought you built a big enough team.
And all of a sudden seven more needs show up
that you couldn't have anticipated
if you've never been through this before.
And even speaking of someone that's
been through this before,
sometimes you still can't anticipate it.
CZI has taught me all sorts of things
that I did not anticipate.
Again, the constant is change.
The constant is that whatever you're doing today,
it's not going to work in some number of months.
In some organizations in some number of weeks.
That became very true at Facebook
through a certain period.
Where literally it was like a different
company every three weeks.
And in some organizations it's longer than that.
It's every six months.
I would love that pace.
We've got about a four week cadence right now
going at CZI.
But it is important to realize that
how fast how fast things change
and how fast things grow and
how fast things evolve.
One of my governing words at Facebook
and has stayed with me.
I'm about ready to get a tattoo for it, is useful.
So a lot of times when I sit down
and talk to people,
they'll talk to me about what they
want their career trajectory to look like.
Or how they want to grow,
why their title matters to them.
And a lot of what I talk about is the fact that
the truth is what you come out of a
scaling organization with is usually
actually not a really fancy title that
shows the world everything that you're capable of.
What you come out of it with is stories.
In the best case scenario,
if you are the most useful person
in the room at all times,
you actually get all sorts of opportunities.
Because people are like,
"Oh that person was really good and really useful.
"I'll just ask them to do this other thing too."
Being useful is one of the best ways
to navigate really rapidly scaling
organizations that can't anticipate their own needs.
'Cause you're useful.
So when they find a need they didn't
anticipate there's will you please solve this for us.
Don't worry about your title,
focus on being useful.
The rest will follow.
You are part, if you are inside of one of these
organizations or teams,
of an incredible story.
Eventually you're going to be telling
stories about how you built this tiger.
And the ultimate actual asset that you
walk out of these places with is the
story of how you started building the tigers toe,
and you ended up helping figure out
what his face looked like.
And that story is really hard to see
when your week by week getting tossed
and turned in the waves of chaos.
But if you look over the course of a year,
three years, five years, you get to tell
a story about how you helped.
Or at least had a front-row seat to
building an extraordinary organization.
Number three.
This I am a professional at.
You can learn anything if you are willing
to sound like a complete and total moron.
So I've made three, at least two,
more than that really,
absolutely insane career leaps in my life.
And they all seem extremely logical now.
But the truth is most of the smartest
people in my life told me not to do them.
The first was actually when I was in HR at Facebook.
And I had spent about two years there.
And someone asked me to come help us
build a mobile phone.
And I was like, "I'm sorry, what?"
First of all, why are we doing that?
Second of all, why the hell are you talking to me?
And the second one was actually when I
left Facebook and went to Quip.
And I had done a huge number of things
at Facebook but I had never run sales before.
I had never run the revenue side
of a business before.
And I definitely knew absolutely nothing about SAS.
And the thing that actually got me those
opportunities just to bring it back,
is that there were people that I had
been useful to on a project in the past.
And they were like I need help.
I have to figure this out.
Will you please come help me?
So the skill that I use when I'm going to
for example try to figure out the
mobile ecosystem in for whatever.
How you build a phone.
What is hardware?
Or like SAS, what's in your current revenue?
I don't know.
How do you calculate it?
I don't know let's go find out.
It's this.
This is a skill that I learned from
a guy named Chris Cox who's currently
the head of product at Facebook.
And he was, when I started working for him
actually the head of HR and recruiting.
But he originally joined the company as an engineer.
And he helped build Newsfeed and then
Mark asked him to run HR.
Welcome to scaling companies.
And we would have all these people come in
to try to give us advice about
how you run HR and they would use all these acronyms.
And they would tell us all these things.
And Chris would just sit there and he would say,
he would literally be like,
"I don't understand what you're talking about.
"Can you please slow down and explain it to me?"
He had no ego about being like,
"Sorry if this is a stupid question,
"but what do you mean?"
Or what does this mean?
Or please unpack this word for me.
Or can you explain that to me?
People are very, very willing to stop
and explain things to you if you're
willing to acknowledge that you
sound like an idiot.
And it's for me has been one of the most
powerful tools as I've navigated around
and learned these entirely new industries and fields.
Is that I at some point learned that
number one, there's a huge amount of
power in these questions 'cause you think
everybody around the table knows the answer
and you're just the only idiot there that doesn't.
And then you find out that nine people
had the same question and or,
which I'll get to in a second,
everybody has a different answer.
Which is also really fascinating to discover.
But the second is just that people will teach you.
And it's one of the fastest ways for me to learn.
I've built huge relationships with wonderful,
very talented engineers by just being like,
"I get that this is a really dumb question,
"but what is middleware?"
Or something like that.
This brings me to my fourth point though.
Which is be skeptical of words with
more than one syllable.
One of the things you find when you
spend a lot of time traveling around
teaching yourselves entire industries,
is that there's a lot of words that people use,
that they all think they know what
they're talking about.
Or acronyms et cetera.
And actually everybody has a different definition.
One of the ways that I found this out
was actually when I was first starting at Facebook.
And I was trying to rewrite our career site
to explain what we were like
and what it was like to work at Facebook
and who we were.
And this again is before we we're
willing to use the word hacker so I
was using a lot of other words.
And I went around and I read all the
career sites for these other companies.
At the time it was Yahoo, and Google, and Dropbox.
And maybe somebody else.
Okay it was in 2008.
And they all used the same five words.
It was this come have impact,
you come be Innovative,
and fun and some other stuff.
And I was just like okay well if all
of these companies are using the same
five words and this is a very diverse
set of companies,
these words have no meaning.
If I say to you impact and Yahoo and Dropbox
at the time is like a baby start up,
were both using it,
how can this word possibly have meaning.
So I developed this theory of what I call black hole words.
This has been a fascinating journey for me
where you think that everybody means
the same thing when they say annual recurring revenue.
When you actually dive into it,
the way every company calculates it
is slightly different.
Let alone words that you all
probably think are really obvious like marketing.
Or product management.
And in actuality when you start poking
what does that mean,
you find that everybody at the room
means something different.
I call them black hole words because if
two people can use the same word,
and mean something completely different,
than it literally sucks everything out of the room.
You can have an entire meeting and be
whatever marketing CMO we need to hire CMO
blah, blah, blah, blah.
And if nobody said,
"What do we mean by CMO?
or "What do we mean by marketing?"
Then nobody agreed on anything.
This inside of scaling organizations is really important.
These words can obfuscate a lot of disagreement
And a lot of and make you feel like you agreed
and then everybody starts running
in different directions.
Like I said, I have a continually
growing list of these things.
And for me, and folks that work with me know this,
I spent a lot of time in meetings saying,
"What do you mean by that?"
Because it is very easy growth.
Great example, marketing is my favorite one
'cause when we went to search for a CMO at Quip,
our amazing search firm basically
sat me down and was like okay you have
two options and you can't have both.
Do you want brand or do you want what
a lot of people called growth market?
Or someone that's a funnel marketer
that's focused on metrics.
They were like you can't have both.
But it was one of those moments where
I was like, "Oh right, everybody uses these words."
And if we didn't ask the question,
we might all have been looking for something different.
These are fun exercises to do with friends and family.
What is a manager?
What does that mean?
What is that job actually?
Unpacking them, I spent a huge amount of
time unpacking the word performance reviews at Facebook.
Unpacking it and repackaging it.
Because it means something different to everyone.
Unpack words, don't be afraid to ask stupid questions.
Self awareness is invaluable.
This has come to be the number one
characteristic that I hire for.
I look for people that know who they are.
I look for people that can describe
in extremely specific terms what they
are extraordinary at.
I don't want I'm good at attention to detail.
I want I'm the best in the world at
bringing people together and getting them
to talk through hard issues or whatever.
The other piece of it though is
oops sorry, wrong way,
is what you're bad at.
Somebody at some point recently said to me,
at some point in your career you start
looking for jobs that are shaped like you.
You look for a Molly shaped hole.
And that comes, and I say this to a lot of
folks that are early in their twenties,
or in their first five years of their career.
The single most valuable thing you can do
is figure out what you are extraordinary at,
and what you suck at,
and actually optimize for it.
Look for jobs that make the best use of you
and be okay with that.
I am not the person,
I literally walk in an organization and say this,
I'm not the person you should hire if you
want to scale a sales organization.
That is the wrong job for me.
There are people that are extraordinary at that.
I am one of the best in the world
in figuring things out.
If you're like,
"We have a thing, it's really weird,
"it's kind of complicated,
"I don't know what it is,
"we need to figure it out."
I'm pretty good at that.
But I'm not the person that is deep
on marketing, deep on sales, deep on whatever.
Having your own version of that,
whatever it is,
will help you move both in life
but also in side of an organization
that is growing in scaling that's
offering you opportunities to give up your
job every so often.
It is far better than business school to
navigate around these organizations and try things on.
Try on who you are, try on what you're good at.
Learn what you're good at.
Don't be afraid of what you're bad at.
Sheryl Sandberg gave a talk at Airbnb a couple,
I think it was two years ago now.
And somebody asked her what she looks for
in folks that are good at scaling and
growing organizations.
And she said, "People that ask for feedback."
To me it is exactly the same thing
because it is fundamentally a growth mindset.
People that are going to let
themselves be humble,
let themselves say, "I don't know how to do this,
"but give me a shot."
Or Hey I'm bad at this, or I suck at this
and I'm not going to be the right person for that.
People that are like tell me what
I'm bad at I want to know.
I want to try to get better or I want to know
so I don't go take an entire job that's
composed of things I'm bad at.
You have to believe you need to grow
to do well inside these organizations.
This is my favorite lesson.
Well, I have a lot of favorites,
but the imposter syndrome is real.
Do not let it eat you alive.
It sounds simple.
It is really intense to experience it.
The process of taking jobs that you are
supremely unqualified for,
which is what happens inside of scaling organizations.
Could not make you feel more insecure.
It's part of that emotional rollercoaster I talked about.
And everybody thinks that everybody else
has got it you know what I mean.
That guy's got it, that lady's got it.
And everybody is sitting around the table
feeling like they probably don't belong there.
I have spent the majority of my career
feeling like I was failing,
feeling like I was an idiot,
feeling like everybody probably knew.
And I think it's important to acknowledge that
because it's really important understand
that the people around you are
probably feeling that way too.
Inside of scaling organizations.
That leads to two things.
The first is, don't worry about it.
The truth is you're actually probably
the most qualified person for that job.
Yeah, sure there might be somebody that's
got a really impressive resume that
has done it six times before,
but you have all the context,
you know the organization.
You're probably just as good as that person
for a whole host of other reasons.
So go back to work.
And number two is if your colleagues are acting weird.
If they're acting territorial,
if they're acting insecure,
it's possible that's 'cause they're
feeling this way too.
I like to call them empathy sessions.
Once in awhile it's okay to just
sit someone down that's acting like a
jerk to you all the time and just be like,
"What's going on man?"
Have it out, let's talk about it.
But a lot of times it is driven by insecurity.
Like I said, a lot of conversations that I've
had in my past with folks that worked for me
started when someone was like,
"Why are we hiring that person?"
They're like, "I don't even understand what
"the marketing team does."
But at the end of the day,
what they're really saying is I'm worried
I'm not going to be valuable anymore.
And I'm worried I'm not qualified for anything.
And I'm feeling insecure, please help me.
And what I would do is sit down with them and say,
"Okay, number one you're extremely important.
"It's really good for your to give away
"your job every six months,
"or three months, or two weeks.
"It's gonna be okay.
"You're gonna feel the following way
"for the next three weeks.
"You're gonna feel scared, you're gonna feel insecure,
"you're gonna feel territorial,
"you're gonna want to take your job back,
"and then you're gonna be bored.
"And then you're gonna have a whole new job.
"And it's gonna be really stressful."
So know that all of this is extremely normal.
Number seven.
Collect people who can teach you
and ones who can keep you sane.
The truth is relationships are one of the
most important things inside organizations
that are changing all the time.
At the end of the day you don't have a job.
And in some ways you don't have a team.
Because the team changes so much.
What you are is a loose collection of people
that are roughly trying to solve a problem.
So if you organize for the way things are today.
If you build your relationships purely
based on the three people that work for you,
and the five people that someone
told you were important to your job.
In three weeks or six months when everything changes,
you've got a whole new team.
So one of the things that I talk a lot about
is the fact that taking the time to
get to know the people you work with,
even people that are irrelevant currently to your job,
and definitely people that are not
powerful right now inside of the current power structure,
is actually an extremely powerful tool.
So these are my five things.
And just so you know these are also
basically what I say when people
ask me about networking or mentorship.
So both internally to an organization and externally.
Number one is lunch and coffee are
extremely powerful tools.
I used to do this a lot of Facebook
where when I had a really good meeting with someone,
I'd sit down with them and then we'd
have a really interesting dialogue or they were new.
I'd be like, "Hey, you want to go grab lunch some point"?
And there was no point.
It was just to get to know who they were.
And then low and behold six months later
I'd end up working with them on something
and we had a basis, we had a relationship
so that it was easier to work with them.
That is also true outside in the world.
Which is they don't always have to have a point.
You never know who's going to be
useful to you in the long-term.
The second is it's a barter economy.
One of the worst things is when people
only get in touch with you when they need things.
This is true inside of companies,
it's also true outside of companies.
Do things for people, be useful to them.
Be helpful, it will pay back in spades overtime.
Don't just do things that people ask you to do.
Don't just do the things that are
really obvious that you need to do now.
Help people, they will help you overtime.
The third is you never know who someone will become.
Hopefully this is really obvious.
But number one, the admins run the company.
Number two, the power structure that
exists today will definitely be destroyed
and put back together about six times.
So know that being good to people
and being kind and civil is just good
no matter who they are.
But also you never know how you're going to
be able to help and and help other people
grow as they grow into leadership positions
and things like that.
And like I said please don't just
focus on people that are powerful.
It's generally going to change.
The fourth is this is a tiny community
and life is long, don't be a jerk.
I usually different word there.
The world changes all the time.
Whether it's inside your company or outside.
And so being good to people,
being known for being good to people,
being known for being helpful and useful
will serve you in all sorts of ways overtime.
And like I said these are also my networking tips.
Whatever networking is.
Which is life is long and one of the best things
in the world you can walk out of
scaling organizations with is a collection
of people you definitely want to work with again.
So take the time while you're there
to build relationships.
Find out who people are.
Find out what they're extraordinary at
and stay in touch with them.
You never know what will happen over the course of life.
Lesson number eight, it's gonna be okay.
If you think about the Legos metaphor,
one of the most important things
is all of those emotions,
and how often you cycle through that thing.
It's actually normal.
And like I said at some point you can
turn this into a skill where you just
surf through the crazy waves.
We want to pretend that every day feels like this.
But the truth is most days have
moments that feel either like this,
or like this.
One of the big things that I've learned over time,
this is actually by the way Zen Buddhism,
but we won't talk about that.
Your first reaction is usually wrong.
It is counterintuitive.
The thing that you feel when you find out
so and so is going to hire that guy
or that girl and their job sounds a lot like yours.
And you have this what the moment or whatever.
Or you hired extremely talented people that
shouldn't work for you and you
feel insecure about it.
It's fine, have the emotion.
And by the way, have the emotion.
The emotions aren't wrong.
What matters is what you do with them.
If you go raging around like Godzilla
trying to take back all the Legos
and stake your territory or whatever.
You will damage your own ability to
grow inside this organization in ways that
are hard to explain right now.
But if you just sit with the emotion it will pass.
It will move on.
One of my big things is let me see if I
feel this way in two weeks.
And if I do I'll do something about it.
Your first reaction is usually wrong.
It's also really important to focus on the long-term.
Usually those reactions are because today
your job is defined as this.
And today your scope is this.
Every single job inside of scaling organizations
is growing as fast as that graph is growing.
Which means that every year your job
grows 2 x 3 x 4 x 10 x.
Whatever your user numbers or team numbers are.
That means your job is getting bigger
even if you just sit in the same chair.
But also the entire company is getting bigger.
So remember that you're part of that story.
You need to focus on the long-term,
the stories you're going to get to tell.
You guys will be up on this stage at some point
being like I built this thing.
And then also on the thing that you get to help to build.
I know today it feels like this.
But at some point you do get to
be like I started out building Bart's left shoe
and now look at Bart.
Or SpongeBob, or whatever.
The story you get to tell is actually
one of the things that you get to leave
and take with you into the world
and help build other organizations.
And help other people that are going through this.
The last is for those of you inside
truly scaling organizations,
look at all the Slack people,
this is the opportunity of a lifetime.
These things do not show up all that often.
I say this all the time to the folks at CZI.
You get to be part of building a
once-in-a-lifetime organization.
For anyone that has been inside these
little baby companies like Quip.
Where you are fighting to matter
and fighting to exist.
You know that scaling is a privilege.
Being able to hire all these people and grow
is one of the greatest privileges in the world.
'Cause lots of organizations don't get to do it.
And yes it's stressful,
and yes it's insecure making,
but it is a privilege.
Most days inside of baby startups feel like this.
To have the opportunity to sit
inside of that big pile of Legos,
is actually a privilege.
Even if it's overwhelming, and even if it's scary.
Like I said it is scary,
but you get a new job every three months.
Most people spend two years doing the same thing.
Or 10 or 40.
And you get to do something new every
somewhere between three months,
two weeks, in a year.
This is the list of things that I
ended up doing at Facebook alone.
And there's a whole other list from Quip.
And there's still another one from CZI.
I've had a goat rodeo of a career
and none of it makes sense except
now I can stand up pretend like it does.
And I think it's really important to
understand that though Facebook may now
seem like this really well put together tiger.
The vast majority of the time there
it felt like this.
It felt like many, many times we were going to
drive that thing off a cliff.
And like I said, now I got to talk about the tiger
and it seems like it's all very logical.
But it was completely overwhelming
and very disorganized in its own way.
And all of that was actually normal.
All of that is what it feels like to
build and grow and scale companies.
Remember that you're lucky.
Remember that having these experiences
will eventually lead to stories.
And take advantage of it.
Don't let the roller coaster or the chaos
get the best of you.
Learn to give away your job and be
open to what might show up next.
So here we are again,
the nine things I just mentioned.
One of the things that I just want to acknowledge,
is that when most people give career advice,
they say focus on your title,
fight for your compensation,
build a big team, it'll serve you well.
And I just told you to do all of the opposite things.
I told you to give away your job,
to focus on the learning,
and to think about your time and your
career as a story that your building.
And the truth is that,
that is the nature of scaling and building
companies from the beginning.
None of it is intuitive.
A lot of the things that make sense or just
are sort of historically true about careers.
In fact the opposite is true
inside these organizations.
So lean into it and have fun.
Thank you guys.
(audience clapping)
Thanks. (audience clapping)
We don't have time for questions.
But if you guys want to reach out or ask questions,
feel free to reach out to me on Twitter.
Thank you.
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