John Collison looks at early stumbles at Google and Facebook to show founders that most mistakes are survivable. The two things that actually matter: getting product direction right and hiring well, since the people you bring in shape your culture for years.
I think the reassuring thing and one pattern in a lot of the— if you read these histories of companies, is just how much stuff they screwed up. And that should be a really heartening lesson. You can still screw up that much stuff and get away with it. There was this— they talk about in the early days of Google how they had this one machine, I think it was the script that Sergey wrote, doing all the indexing of the entire web. And at a certain point, they just couldn't keep up with the growth of the web. And everything was slowing down. Search results took multiple seconds to actually respond. And this is when Google was getting reasonably large. And they fixed it. And it's now— they're now hyperfocused on speed. But it really was quite broken there along the way. The same with Facebook, who stumbled through lots of different revenue models before arriving at the one they wanted, things like this. And so, the reassuring thing is you can screw up a lot of stuff. I think that— But you didn't, right? No, no, no, we were— luckily, we got everything right. I think the two things you really can screw up are product direction, where, I mean, if you go down the wrong road, that's really hard to pull back from. And the other thing is hiring, just because a bad mistake when it comes to hiring is so demotivating, it can spread so badly to the rest of the company that you really have to get a lot of hires right. I think the other thing is, as you grow, the correct way to view hiring is not I am filling someone to do this role and and fill this slot. It's the correct way to view hiring is branches of a tree, that when you hire this person, you're not only bringing them, but you're bringing their effect on the culture and all the other people they're going to bring in with them, and the norms and the working style they have that will spread throughout the company. And as time goes on, those hires have— you have less and less influence on the company, and all the new people you're bringing in have more. And so, you know, hiring, you can't really screw up.
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