Mark Zuckerberg on how to avoid bad hires when your startup is growing quickly

When an organization is growing quickly, one of the big questions that teams face is, do I hire this person who's in front of me now because they seem good, or do I hold out to get someone who's even better? And the heuristic that I always focused on for myself and my own kind of direct hiring that I think works when you recurse it through the organization is that you should only hire someone to be on your team if you would be happy working for them in an alternate universe and something that. That kind of works. And, you know, that's basically how I've tried to build my team. It's. You know, I'm not. I'm not in a rush to not be running the company, but I think in an alternate universe where one of these other folks was running the company, I'd be happy to work for them. I feel like I'd learn from them. I respect their kind of general judgment. They're. They're all very insightful. They have good values. You can apply that at every layer, and. And I think if you apply that at every layer in the organization, then you'll have a pretty strong organization.