Peter Theil says the reason the Paypal mafia exists today isn't because of his hiring techniques but how he managed those people.
Things like extreme bias for action, cult-like company culture, and "one thing" management philosophy. Founders must understand how it works:
Things like extreme bias for action, cult-like company culture, and "one thing" management philosophy. Founders must understand how it works:
The companies founded by the PayPal Mafia are worth Hundreds of Billions of dollars.
PayPal Mafia's members have gone on to build LinkedIn, SpaceX, YouTube, and other generational companies.
It's no coincidence that all these founders came from a single company.
PayPal Mafia's members have gone on to build LinkedIn, SpaceX, YouTube, and other generational companies.
It's no coincidence that all these founders came from a single company.
This is Keith Rabois, one of the earliest employees at PayPal and a managing director at Khosla Ventures now.
I used the Wayback machine to find a Quora answer where he explained in depth how Peter Theil ran PayPal.
Let's jump in!
I used the Wayback machine to find a Quora answer where he explained in depth how Peter Theil ran PayPal.
Let's jump in!
1. Extreme Focus
Peter instilled a laser-like focus throughout the organization, he said employees should concentrate solely on their top priority initiative.
In general too, focusing on one thing is the best strategy
Peter instilled a laser-like focus throughout the organization, he said employees should concentrate solely on their top priority initiative.
In general too, focusing on one thing is the best strategy
People initially viewed this "extreme focus" approach as rigid, but over time, the brightest minds in Silicon Valley came to embrace it as true.
Be it Elon Musk, Jeff Bezos, or Sam Altman:
Be it Elon Musk, Jeff Bezos, or Sam Altman:
2. Dedication to Individual Accomplishment
Individual contributions were celebrated and considered the true drivers of innovation.
Teams were often seen as secondary, almost "socialist" structures.
Individual contributions were celebrated and considered the true drivers of innovation.
Teams were often seen as secondary, almost "socialist" structures.
PayPal’s most crucial innovations, from its security systems to the development of core features, were typically championed by one person.
One single person took the lead and saw it through to implementation.
One single person took the lead and saw it through to implementation.
3. Refusal to accept constraints
Employees were expected to pursue their top priorities with urgency, no matter the challenges.
Peter Thiel used to say "Come to work every day willing to be fired, to circumvent any order aimed at stopping your dream."
Employees were expected to pursue their top priorities with urgency, no matter the challenges.
Peter Thiel used to say "Come to work every day willing to be fired, to circumvent any order aimed at stopping your dream."
Dissenting voices should not only be tolerated but often celebrated.
Jeremy Stoppelman, one of the employees at PayPal, who later founded Yelp once sent an email expecting to get fired but that's not what happened:
Jeremy Stoppelman, one of the employees at PayPal, who later founded Yelp once sent an email expecting to get fired but that's not what happened:
4. Extreme Bias towards action.
PayPal consistently delivered impressive volumes of high-quality web software for several years during its early days.
Reed Hastings: Companies rarely die from moving too fast, and they frequently die from moving too slowly.
PayPal consistently delivered impressive volumes of high-quality web software for several years during its early days.
Reed Hastings: Companies rarely die from moving too fast, and they frequently die from moving too slowly.
Peter Thiel said in the Joe Rogan podcast: Strategy is often a euphemism for procrastination.
He has an extreme bias towards action.
He has an extreme bias towards action.
To recap, PayPal’s unconventional culture of
Extreme focus,
Individual accomplishment,
Culture of refusal to accept constraints
Bias towards action
made it the most successful company of the early Internet era.
Extreme focus,
Individual accomplishment,
Culture of refusal to accept constraints
Bias towards action
made it the most successful company of the early Internet era.
After building 3 eight-figure INC500 businesses and becoming a VC, I realized that most founders suck at execution.
So I created HyperGrowthHQ - a workspace to:
- 2x your productivity
- And cut management time in half
Sign up for the waitlist for free: get.hypergrowthhq.com
So I created HyperGrowthHQ - a workspace to:
- 2x your productivity
- And cut management time in half
Sign up for the waitlist for free: get.hypergrowthhq.com
RT the first tweet if you found this thread valuable.
Follow me @seanpk for more threads on entrepreneurship, investing and human performance.
Follow me @seanpk for more threads on entrepreneurship, investing and human performance.
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