Linkedin Ceo Quotes

LinkedIn CEO Jeff Weiner sees “fewer things done better” as the most powerful mechanism for leadership.

I know for a fact that I would be awful if I was built like Serena Williams or Jennifer Lopez... If I had a body remotely close to what they have, I would be a terror. My ass would cause me to do really inappropriate and rude things. I'd be so ridiculous that people would be able to pick my labia out of a lineup. I'd wear zero clothes any- and everywhere, every day. I'd show up at church rocking a denim thong and a cropped T-shirt and have the nerve to sit right next to the head usher and dare her to say anything to me. And if anyone did say something to me, I'd tell them, "Jesus blessed me in many ways, and I am just showing off His works. HALLELUJAH." People would be disgusted and appalled by me and I wouldn't care. All insults would bounce off my ample backside. To whom much is given, much is required, and I'd require that my much would be given nary an inch of fabric. I'd hire a band whose sole job would be to follow me around and play theme music for my yansh, based on the mood I was in... I might opt to walk backwards into any room I entered, because why not?... I might also declare my booty its own limited liability corporation, assigning myself as CEO and chairman of the Donk. My jeans would be tax-deductible business expenses, and I would add my ass to my LinkedIn profile's Skills section. Everyone would throw hate ration in my dancery, and I wouldn't even see it, protected as I would be by the throne I sat atop.

This is what happened when I cofounded LinkedIn. The key business model innovations for LinkedIn, including the two-way nature of the relationships and filling professionals’ need for a business-oriented online identity, didn’t just happen organically. They were the result of much thought and reflection, and I drew on the experiences I had when founding SocialNet, one of the first online social networks, nearly a decade before the creation of LinkedIn. But life isn’t always so neat. Many companies, even famous and successful ones, have to develop their business model innovation after they have already commenced operations. PayPal didn’t have a business model when it began operations (I was a key member of the PayPal executive team). We were growing exponentially, at 5 percent per day, and we were losing money on every single transaction we processed. The funny thing is that some of our critics called us insane for paying customers bonuses to refer their friends. Those referral bonuses were actually brilliant, because their cost was so much lower than the standard cost of acquiring new financial services customers via advertising. (We’ll discuss the power and importance of this kind of viral marketing later on.) The insanity, in fact, was that we were allowing our users to accept credit card payments, sticking PayPal with the cost of paying 3 percent of each transaction to the credit card processors, while charging our users nothing. I remember once telling my old college friend and PayPal cofounder/ CEO Peter Thiel, “Peter, if you and I were standing on the roof of our office and throwing stacks of hundred-dollar bills off the edge as fast as our arms could go, we still wouldn’t be losing money as quickly as we are right now.” We ended up solving the problem by charging businesses to accept payments, much as the credit card processors did, but funding those payments using automated clearinghouse (ACH) bank transactions, which cost a fraction of the charges associated with the credit card networks. But if we had waited until we had solved this problem before blitzscaling, I suspect we wouldn’t have become the market leader.

Having “extra” capital gives you a cushion for when outcomes do not in fact follow your plan. Moreover, it increases your optionality—if you need to invest in growth, you can do much more without having to go through the time-consuming process of raising another round. As Mariam Naficy, CEO of Minted, told me, “Act like you’ve got half the amount you have in the bank because you’ve got to factor in all the failures and all the optimizations that kill great entrepreneurs and businesses all the time. Both of us know so many people who had good ideas and were on the right track, but just ran out of money.” At both PayPal and LinkedIn, we raised large financing rounds right before a market meltdown (2000, 2008), and we sure were glad we did. In the case of PayPal, that money allowed us to keep growing during the dot-com bust; without it, we wouldn’t have made it to our IPO. In the case of LinkedIn, the situation wasn’t as dire, but I realized that the value of the optionality from additional funding far outweighed the potential negatives of equity dilution.

the autonomous-driving side of things, Alphabet (formerly Google), which has logged several million self-driving-car test miles, continues to lead the pack. At the end of 2016, it created a new business division, called Waymo, for its autonomous driving technology. In May 2017, Waymo and Lyft announced that they would work together on developing the technology, and later in the year, Alphabet invested $1 billion in the start-up. Others, like Cruise Automation (which GM acquired for $1 billion) and Comma.ai, which offers open-source autonomous driving technology in the same vein as Google’s Android mobile operating system, are chasing hard. Baidu, China’s leading Internet search company, has an autonomous-driving research center in Sunnyvale. Byton—backed by China’s Tencent, Foxconn, and the China Harmony New Energy auto retailer group—has an office in Mountain View, as does Didi Chuxing, the Chinese ride-sharing company in which Apple invested $1 billion. Many of these companies have taken not just inspiration but also talent from Tesla. Part of the value of an innovation cluster like Silicon Valley lies in the dispersal of intellectual labor from one node to the next. For instance, PayPal is well known in the Valley for producing a number of high performers who left the company to start, join, or invest in others. The so-called PayPal Mafia includes Reid Hoffman, who founded LinkedIn; Max Levchin, whose most recent of several start-ups is the financial services company Affirm; Peter Thiel, a Facebook board member and President Trump–supporting venture capitalist who cofounded “big data” company Palantir; Jeremy Stoppelman, who started reviews site Yelp; Keith Rabois, who was chief operating officer at Square and then joined Khosla Ventures; David Sacks, who sold Yammer to Microsoft for $1.2 billion and later became CEO at Zenefits; Jawed Karim, who cofounded YouTube; and one Elon Musk.

LinkedIn CEO Jeff Weiner sees “fewer things done better” as the most powerful mechanism for leadership. When he took the reins of the company he could easily have adopted the standard operating procedure of most Silicon Valley start-ups and tried to pursue everything. Instead, he said no to really good opportunities in order to pursue only the very best ones. He uses the acronym FCS (a.k.a. FOCUS) to teach his philosophy to his employees. The letters stand for “Fewer things done better,” “Communicating the right information to the right people at the right time,” and “Speed and quality of decision making.” Indeed, this is what it means to lead essentially.

Jeff Weiner, the CEO of LinkedIn, for example, schedules up to two hours of blank space on his calendar every day. He divides them into thirty-minute increments, yet he schedules nothing. It is a simple practice he developed when back-to-back meetings left him with little time to process what was going on around him.4 At first it felt like an indulgence, a waste of time. But eventually he found it to be his single most valuable productivity tool. He sees it as the primary way he can ensure he is in charge of his own day, instead of being at the mercy of it.

Jeff Weiner, the CEO of LinkedIn, for example, schedules up to two hours of blank space on his calendar every day. He divides them into thirty-minute increments, yet he schedules nothing. It is a simple practice he developed when back-to-back meetings left him with little time to process what was going on around him.

I had several friends from law school who were very enterprising guys, much more so than the average law student. They each started businesses after practicing law at large firms for multiple years. What kind of businesses did they start? They started boutique law firms. This is completely unsurprising if you think about it. They’d spent years becoming good at delivering legal services. It was a field that they understood and could compete in. Their credentials translated too. People learn from what they’re doing and do it again on their own. It’s not just lawyers; the consulting firm Bain and Company was started by seven former partners and managers from the Boston Consulting Group. Myriad boutique investment banks and hedge funds have spun out of large financial organizations. You can see the same pattern in the startup world. After PayPal was acquired by eBay in 2002, its founders and employees went on to found or cofound LinkedIn (Reid Hoffman), YouTube (Steve Chen, Jawed Karim, and Chad Hurley), Yelp (Russel Simmons and Jeremy Stoppelman), Tesla Motors (Elon Musk), SpaceX (Musk again), Yammer (David Sacks), 500 Startups (Dave McClure), and many other companies. PayPal’s CEO, Peter Thiel, famously made a $500,000 investment in Facebook that grew to over $1 billion. In this sense, PayPal is one of the most prolific companies of recent times. But if you look at any successful growth company you’ll start to see their alumni show up doing parallel things. Former Apple employees founded or cofounded Android, Palm, Nest, and Handspring, companies that revolve around devices. Former Yahoo! employees founded Ycombinator, Cloudera, Hunch.com, AppNexus, Polyvore, and many other web-oriented companies. Organizations give rise to other organizations like themselves.

Leaders must get across the why as well as the what. Their people need more than milestones for motivation. They are thirsting for meaning, to understand how their goals relate to the mission. And the process can’t stop with unveiling top-line OKRs at a quarterly all-hands meeting. As LinkedIn CEO Jeff Weiner likes to say, “When you are tired of saying it, people are starting to hear it.

Jeff Weiner, the CEO of LinkedIn, for example, schedules up to two hours of blank space on his calendar every day. He divides them into thirty-minute increments, yet he schedules nothing. It is a simple practice he developed when back-to-back meetings left him with little time to process what was going on around him.4 At first it felt like an indulgence, a waste of time. But eventually he found it to be his single most valuable productivity tool.

When you are tired of saying it, people are starting to hear it.” —Jeff Weiner, CEO of LinkedIn

Steven Odzer is a successful American entrepreneur. Since the age of 18, Stephen has developed and led businesses in the distribution industry. In 2000 he was named the Ernst & Young Entrepreneur. Now, with 30 years of experience, he serves as CEO of YBT Industries, a new company looking to transform the distribution landscape. Steven Odzer New York, Steven Odzer Linkedin, Steven Odzer Facebook, Steven Odzer Youtube, Steven Odzer Scholarship, Steven Odzer Buy LifeGuard, Steven Odzer Las Vegas, Steven Odzer Medium, Steven Odzer Nevada, Steven Odzer Blog, Steven Odzer Charity

Matt Cohler, now a partner at Benchmark Capital, spent six years in his late twenties and early thirties being a lieutenant to CEOs at LinkedIn (me) and Facebook (Mark Zuckerberg). Most supertalented people want to be the front man; few play the consigliere role well. In other words, there’s less competition and significant opportunity to be an all-star right-hand man.

Jeff Weiner, the CEO of LinkedIn, for example, schedules up to two hours of blank space on his calendar every day. He divides them into thirty-minute increments, yet he schedules nothing.