Ali Ghodsi of Databricks on why trust matters most when choosing co-founders. He explains how the right partnership can make or break a company, and why you need people you'd bet your life on, not just your career.
Can you share any advice for aspiring founders on how they should think about co founders? Who's the right person that makes a co founder? How do you preserve good co founder relationships? I don't know if you can talk about aligning incentives with your co founders. Can you share?
Yeah, I mean we could just discuss this the rest of the time and we run out of time. A lot of building companies ends up being, I mean initially it's like about the product market fit and what you're building and all that kind of stuff. But a lot of it is also how do you work with other human beings? And as you scale the business, it's going to be even more how do you work with other humans? And one thing that's really, really important that's not emphasized, I think in business books and whatnot, is that it actually boils down to trust. Do you trust another human being? Right, so it's like just, it's that, that's it. So do you trust your co founders? Do they trust you? It's as simple as that. And it has nothing to do with business or anything like that. Do you trust that human being? Are they going to stab you in the back? Are they going to do the right thing? Do you trust that they can do the right thing? Do you trust that they're just going to be able to handle that if you just delegate that to them, you know, all those kind of things. So it all comes back to human trust. So if you can, if you can do that. Well, I think it's amazing to have seven co founders because we're sort of like best friends. We trust each other in a way that we can't trust any other human being on the planet. We've been through, I feel like we've been through war together and survived it. But also seven co founders could mean, and we had some of this also in the early days of databricks could mean constant infighting and why should I have that? You have that title? Why don't I have that title? I mean, you're a CEO, but so I'm not CEO. Whatever. What's going on. It could be a lot of stuff like that and there's a lot of drama, you find out. But, you know, so you see a lot of companies where there's a lot of drama in the founding team and it's very, very usual that like, you know, one of the founders bombs out, leaves start their own competing endeavor. There's a lot of these stories out there as well and it all kinds of comes down to can you build trust?
I love that heuristic. And that's different than the bar for an employee.
Yeah.
So trust is the founder bar. They have to pass that bar of trust.
Yes.
O processo de reconhecer limites, mesmo quando a vida parece exigir sempre mais.
Depois de tantas histórias, aprendizados e pausas necessárias, o @interior_iza está de volta
