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TheTruePath
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TheTruePath
@The_Truepath
Believer in staying focused on the right path.
Katılım Şubat 2024
51 Takip Edilen65.7K Takipçiler
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Marc Andreessen says he ripped the front off his car the night he met Jim Clark.
It was 1994.
Jim Clark — founder of Silicon Graphics — wanted to start a new company.
He couldn't poach his old employees because of a non-solicit.
So Clark invited 12 outside engineers to dinner at Il Fornaio.
It was his favorite restaurant in Palo Alto.
Andreessen was 22.
He remembers the dinner for two reasons.
First: he was the only one of the 12 who said yes.
Second: it was the first time in his life he drank red wine.
"I kept sipping it, trying to figure out if I liked it or not, and I didn't realize that I was getting completely hammered, because I had no idea how to calibrate red wine."
He left the dinner thinking he'd just made the best decision of his life.
He got to the parking garage across the street.
His brand-new car — the first new car he'd ever owned — was waiting.
He gunned it. Pulled out. Tore the entire front end off the car.
Andreessen, recounting the moment:
"It's like this screaming metal sound. So, the whole front end of my car is just hanging on the ground, and I'm like, 'Oh, f*** me.'"
He parked the car. Walked three miles home at 11pm.
The next day, he kept the news of his car to himself.
Together with Jim Clark, he co-founded Netscape.
Best night of his life — or worst?
P.S. I made a toolkit breaking down 100+ mental models used by history's greatest thinkers.
5,000+ downloads. 113 five-star reviews.
Comment "MODELS" + Follow @GeniusGTX and I'll send it to you.
— Marc Andreessen ( @pmarca ), co-founder of a16z, on David Senra's ( @davidsenra ) podcast
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Elon Musk says micromanagement is too coarse. Instead he runs Tesla at Planck-constant management.
A typical Fortune 500 CEO delegated. Their job was the strategy.
Their job was not the wiring diagram.
Musk ran his companies somewhere different.
"You're known for this very micromanagement, just getting into the details of things."
Micro. Nano. Pico.
Each step down the metric scale measured a finer detail Musk personally reviewed.
Then he kept going.
"Nano management, please. Pico management. Femto management."
He named the floor: **Planck-constant management**.
Musk, who ran weekly engineering reviews at the chip-level and Starship weld-level, took the joke seriously.
A typical CEO's information bandwidth bottomed out at vice-president level.
Musk's stretched five layers deeper, to the actual engineer holding the actual welder, and the joke about Planck-constant management was the only honest way to describe what every direct report saw on calendar.
Femto. Atto. Zepto. Yocto.
The metric scale ran out before Musk did.
"We're going to go all the way down to Planck's constant."
After Musk's joke landed, the engineers in the meeting laughed because they had each been audited at exactly that depth.
Musk, on the floor of how detailed he goes:
"All the way down to Heisenberg uncertainty principle."
What level of detail do you actually review — and what level are you pretending to?
P.S. I made a full playbook breaking down the timeless decision-making mental models used by history's greatest thinkers.
Comment "models" and follow @GeniusGTX so I can DM you a copy.
— Elon Musk ( @elonmusk ), CEO of Tesla and SpaceX, on Dwarkesh Patel's ( @dwarkesh_sp ) podcast
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