集里怎么说它

• 《Plaid COO 谈危机中的公司领导法：文化是压舱石》(10:32起):本集用大量篇幅讨论创始人：像爱孩子一样爱公司的不可复制之爱、从不放弃带来的韧性，以及 Zach 每天 IC 级工作的示范。

① 提到它的金句

30 条

因此，我认为要真正构建有意义的东西，要成为一个伟大的创始人，你需要能够不拥有如此僵化的自我观念，以至于你无法转变成为公司在那个时刻需要你成为的样子。
And as a consequence, I think to really build something of significance, I think to be a great founder, you really need to be able to not have such a ossified view of your identity that you can’t transform into what the company needs you to be at that point.
—— Bret Taylor · [14:28]

指向原始笔记的链接

有一个短语，我和我的联合创始人会在我们之间非常早地讨论并且我们与我们合作的很多公司分享了它，那就是说你真正想要的是你想用数据诊断并用设计治疗。
There’s one phrase that my co-founder and I would always discuss with us amongst ourselves very early on and which we shared with like a lot of the companies that we work with, which is what you really want is you want to diagnose with data and treat with design.
—— Julie Zhuo · [32:46]

指向原始笔记的链接

你需要能扮演创始人的人，也就是能推销愿景、让客户兴奋、为了促成交易去撞墙的人。
You need people that can cosplay a founder, which is selling the vision, getting them excited, running through a wall to get the deal done
—— Jen Abel · [51:41]

指向原始笔记的链接

所以这就是为什么我认为这对每个人来说都很重要，要意识到我们有能力把一个天才级别的联合创始人放到每个人身边，男人、女人、小孩，无论年龄、信仰、国家、性取向如何。
So this is why I think it’s so important for everybody to realize we have the ability to put a genius level co-founder beside every single human, man, woman, child, independent of age, creed, country, sexual orientation.
—— Chamath · [08:39]

指向原始笔记的链接

我能给未来创始人最好的建议是：痴迷于问题本身，而不是天然地痴迷于你的解决方案。因为你的解决方案会随时间演变和改变。
The best advice I can give to a prospective founder is be obsessed with the problem and not inherently your solution. Because your solution will evolve and change over time.
—— Damien Lewke · [11:51]

指向原始笔记的链接

一个放对位置的人远好于四个放错位置的人，这就是为什么我觉得创始人最被低估但最有价值的技能之一，是运行一个极其勤勉和专注的招聘流程。
I think one well placed person is far better than four poorly placed people and that’s why I think one of the most overlooked but valuable skill sets for a founder is to run an extremely diligent and focused recruitment process.
—— Damien Lewke · [15:53]

指向原始笔记的链接

是的，百分之百。作为创始人，你的根本工作是两件事：第一，创造一个让人们感到被看见、被倾听、并被赋能去做出最佳工作的环境；第二，给业务降低风险。
Yeah, a hundred percent, right? Your fundamental job as a founder is two things. Number one, create an environment where people feel seen, heard, and empowered to do their best work. And number two, to de-risk the business.
—— Damien Lewke · [20:24]

指向原始笔记的链接

我见过最大的错误，就是技术型联合创始人认为自己需要一个商业型联合创始人。
Like the biggest mistake I’ve seen is technical co-founders thinking they need a business co-founder.
—— 嘉宾 · [19:12]

指向原始笔记的链接

用创始人的术语来听听这个。他们给他提供了一份薪水让他停止构建。
Hear that in founder terms. They’ve offered him a salary to stop building.
—— Garry Tan · [02:42]

指向原始笔记的链接

作为创业公司创始人，更难的教训之一，我认为真正难以应对的事情之一，就是你无法把你的判断委托给别人。
And one of the harder lessons as a startup founder, one of the harder things I think to really deal with is the fact that you cannot delegate your judgment.
—— Max Hodak · [20:32]

指向原始笔记的链接

说实话，这些公司里任何一家的最佳销售人员都是创始人。
Honestly, the best salesperson in any of these companies is a founder.
—— Eric Vishria · [26:46]

指向原始笔记的链接

我认为作为当今创始人的一大诅咒,就是外界的创始人建议太多了。
I think one of the curses of being a founder today is just how much founder advice there is out there.
—— Erik Allebest · [35:26]

指向原始笔记的链接

我做的任何不是由创始人经营的投资都是零。在这个时代都会归零。
Any investment I’ve made that is not run by a founder is a zero. It’s going to be a zero in this age.
—— Jason Lamkin · [00:44]

指向原始笔记的链接

如果你想发布更多产品并更快构建，你必须在公司内部创造创始人那样的主观能动性。
If you want to ship more and build faster, you have to create founder-like agency inside your company.
—— Will Gabrick · [00:00]

指向原始笔记的链接

因此，虽然我们从这些资深工程师那里获得越来越多的生产力，但如果你想发布更多产品并更快构建，你必须在公司内部创造类似创始人的主观能动性。
And so while we have more and more productivity from those senior engineers, if you want to ship more and build faster, you have to create founder-like agency inside your company.
—— Will Gabrick · [13:12]

指向原始笔记的链接

所以显然在设计和生产过程中重度使用，但它确实也是我的技术联合创始人。
So obviously heavily in the design and production process, but also it’s literally my technical co-founder.
—— Yana Welinder · [03:14]

指向原始笔记的链接

因为点子归点子，机会归机会，但大多数公司失败最大的原因就是联合创始人之间的关系，对吧？
Because ideas are ideas, opportunities are opportunities, but like the biggest reason most companies fail is like co-founder dynamics, right?
—— Farooq Malik · [38:21]

指向原始笔记的链接

人们谈得比较少的一件事,是产品-市场-创始人契合度。我们意识到,我们之前做的那门生意,我们爱这个产品,也爱这门生意,但其中很大一块是专业服务、交付和实施。
Which people talk about less, is product market founder fit and what we realized is the business that we’ve had before. We loved the product, we loved the business, but there was a really big component of professional services and delivery, and implementation.
—— Andrew Antos · [21:02]

指向原始笔记的链接

如果你是一位正在听这个的创始人，你应该得到的教训是：每次你需要更多资本时，都必须有一些实打实的东西，理想情况下是你能摸得到的、可以展示你做出来的实物。
If you’re a founder listening to this, the learning that you should have is every time you need more capital, there needs to be something material, ideally something physical you can touch that you can show that you’ve made.
—— 嘉宾 · [05:50]

指向原始笔记的链接

我绝不会因为想拥有一家公司或想当创始人而创办公司。
I would never start a company based on the fact that I wanted to have a company or be a founder.
—— Anders Forslund · [14:17]

指向原始笔记的链接

我认为创始人 CEO 最值得问自己的问题就是：「如果我们假设这些东西拥有无限智能、而且便宜得惊人，我们会如何重组这家公司？」
I think the most useful question to ask yourself as a founder CEO is just, “Hey, if we assume these things are infinitely intelligent and astonishingly cheap, how would we reorganize the company?”
—— Anish Acharya · [21:29]

指向原始笔记的链接

每个创始人都会至少经历一次非常惨痛的教训：时间会杀死交易。
Every founder will at least once experience the very painful lesson that time kills deals.
—— 嘉宾 · [10:27]

指向原始笔记的链接

最有用的那种联合创始人，不是坐在那里等你发短信的人，而是主动为你做事、并且会问你问题的人。
And the sort of co-founder that’s, you know, most helpful is not someone who’s just sitting there waiting for you to text them, but rather they do stuff proactively for you and they ask you questions.
—— Tomer London · [12:34]

指向原始笔记的链接

他做空股票的理论是：我从不做空一个弥赛亚型创始人，也从不做空一个人们喜爱的产品。
And his theory on shorting stocks was I never short a Messianic founder and I never short a product that people love.
—— David George · [46:38]

指向原始笔记的链接

我问他们打算用什么标准来评估这家公司,我的一般建议也许是错的,但我的观点是,和创始人的关系可能比清单上其他所有东西重要十倍。
And I ask them like what your priorities are for like how you’re going to evaluate the company, my general advice maybe is wrong, but my advice, my opinion is the relationship with the founder is maybe 10 times more important than every else, everything else on the list.
—— Juven · [30:27]

指向原始笔记的链接

一开始人们买的是创始人。他们买的是你。
People in the beginning are buying the founder. They’re buying you.
—— Jonathan Awad · [00:12]

指向原始笔记的链接

一开始人们买的是创始人。他们买的是你。所以如果你只是只谈你的产品，
People in the beginning are buying the founder. They’re buying you. So if you’re just only talking about your product,
—— Jonathan Awad · [46:37]

指向原始笔记的链接

我不知道有哪个创始人，或者基本上任何一个人，没有经历过冒名顶替综合征。我的感觉是，如果你没有冒名顶替综合征，那你可能哪里有问题。
I don’t know one founder or or pretty much anybody who hasn’t had gone through impostor syndrome. If you don’t have impostor syndrome, there might be something wrong with you, as my feeling.
—— Reef Frerichs · [12:21]

指向原始笔记的链接

我认为这就是为什么创始人领导的公司几十年来持续跑赢，因为如果必须选择，你会更多地选择创始人模式而不是 CEO 模式，尤其是在有重大技术变革的环境里。
And I think that’s why founder-led companies continue to outperform for decades because if you have to choose, you choose more the founder than the CEO mode, especially in environments where there are big technology shifts.
—— David Vélez · [60:36]

指向原始笔记的链接

所以，不是以一个人的身份去做合伙，几乎就像我在与我见过的每一个技术创始人合伙。
So there was, instead of partnering as one person, it’s almost like I’m partnering with every technical founder I’ve ever met.
—— 嘉宾 · [22:53]

指向原始笔记的链接

② 出现在这些集

1 集

• 《Plaid COO 谈危机中的公司领导法：文化是压舱石》 — 作为概念

③ 关联

点进去有真内容 —— 本页主要出口

Eric Sager · Plaid · Square · Visa · OpenAI · Perplexity · Replit · 公司文化 · 组织设计 · go-to-market