DO TOO MUCH - by Alexandr Wang
As a new founder, I’d often look at the CEOs of successful companies and wonder, “How do they do it?” As Scale grows and as I learn on the job, I’ve come to realize that leaders of great organizations never just do it. They overdo it. As a leader, you are the upper bound for how much anyone in your company will care. You need to do more, care more, attempt more than would seem reasonable. It will seem like overkill. But too much is the right amount. This is true in big and small ways. What people say is overoptimism is just optimism. What people say is overcommunicating is just communicating. What people say is overdelivering is just delivering. What people say is micromanagement is just management. What people say is ruthless prioritization is just prioritization. Actually living this way will seem crazy, and that’s ok. There is no Apple without Jobs’s “obsessive” attention to detail. There is no SpaceX or Tesla without Elon’s “maniacal” drive for execution. I have never seen ordinary
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