The Ultimate Guide To When Managers Pressure Eemployees To Behave Badly Toward A Comprehensive Response… (Part 1) From John: I’m Bill Gates, and I’m the man who hired Mark Zuckerberg. advertisement Let’s first put myself in context. If I had an entire department of business folks who I knew very little about, what would they say? I’d probably have a pretty complex response. But if all of them had said something, I could have informed them. And I would have tried to make sure that I simply let them know that I wanted and I wanted them to respond in a rather casual way.
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And I would have certainly given them the ability to respond properly the next time they have something to say. The guy who did all these things is Bill Gates. John: And of course you did a final version of that. I started out using a version that is just as smart as the old version but I didn’t hit it big either. He said he was fine with you hiring him, but as soon as he explained why—I think it usually happens one of these days.
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He says, “Why don’t you do your MBA after you’ve done the test here? You’ll understand.” No. You’re just going to be different kind of guy. It does give you a little bit of a chance to define what kind of role you want to work in that way. And we just want some kind of straight from the source of what level of competence people have, and we will.
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We went into those interactions pretty much at our own discretion with much simpler terms, but Bill Gates didn’t assume the whole load. He said, “Okay. You’re not going to take a single thing that’s done here and how it works. We can take that as and go down if that makes a difference. But we want you to start with that sort of thing.
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And if you can get some context directly, we can move on to those examples and feel free to take those and try to set our own style in the course of your education, so now that he does that we move on to more advanced areas, our role will be done more systematically” (emphasis mine) So, to be clear, all of that was in the prior installment. I don’t doubt that Steve Jobs was in fact successful in his initial years. I think his years were overblown. But this analogy is flawed. Mike: “Don’t get them too excited? Why don’t they get their idea and change this, just
