My number one piece of advice is: you should learn how to program.
Mark ZuckerbergRead
I will only hire someone to work directly for me if I would work for that person. It's a pretty good test.
Interpretation
This quote emphasizes the importance of mutual respect and capability in professional relationships.
Mark Zuckerberg's quote underlines a core principle in leadership and hiring practices: leaders should evaluate potential hires based on whether they would be willing to work for that candidate. This reflects a commitment to humility, respect, and a collaborative spirit within organizational hierarchies, promoting the idea that leaders must recognize the value and skills of those they lead.
In practice
In a leadership seminar discussing effective hiring practices.
My number one piece of advice is: you should learn how to program.
I literally coded Facebook in my dorm room and launched it from my dorm room. I rented a server for $85 a month, and I funded it by putting an ad on the side, and we've funded ever since by putting ads on the side.
People can be really smart or have skills that are directly applicable, but if they don't really believe in it, then they are not going to really work hard.
Simply put: we don't build services to make money; we make money to build better services.
The question isn't, 'What do we want to know about people?', It's, 'What do people want to tell about themselves?'
Building a mission and building a business go hand in hand. The primary thing that excites me is the mission. But we have always had a healthy understanding that we need to do both.
Whether it is with friends or family, I expect them to set a great example for me, and hopefully I will do the same for them. And that is all part of being a leader.
Managers will tell people what to do, whereas leaders will inspire them to do it, and there are a few things that go into the ability to inspire.
What Britain needs is an iron lady.
The measure of you as a leader is not what you do, but what others do because of what you do.
It's not my job to motivate players. They bring extraordinary motivation to our program. It's my job not to de-motivate them.
I think one of the great, great problems...is confusing people to the point where they become immobile. In fact, the more things people can find out for themselves, the more vigor the organization is going to have.
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