Zuckerberg: Facebook's "Zach"

In Facebook, people call Zuckerberg "Zach". He always shows the qualities that make him a leader, full of competition. Zach was dubbed ascetic. He made no bones about announcing that he never participated in Party. People think he and Google co-founder page and Brin have a great deal of discipline and concentration.

Less than a year ago, criticism was coming to Facebook young founder and CEO Zuckerberg (Mark Zuckerberg). His management decisions have been questioned by the outside world. The redesign of web pages is bad. The company service agreement is referred to as the "overlord clause". Some people even wonder if Zuckerberg can leave.

A year later, criticism and doubt had vanished. Facebook has made a magnificent turn: the cash flow rate is faster than expected, the user volume is as high as 400 million, and the asset valuation is about $15 billion. In the past week, the volume of visits has surpassed Google for the first time. Just a few days ago, "Xiaoqiang CEO" Zuckerberg also won the annual media award of the fifty-seventh Cannes International Advertising Festival. Recently, it has even led the "youngest rich list" newly released by Forbes.

Insiders say these changes reflect Zuckerberg's growing maturity and his increasingly determined decision-making. VentureBeat, a science and technology website, once combed Zuckerberg, explaining the evolution of the "youngest rich".

David J, director of Facebook's board of directors and Vc firm's Greylock partner, David Sze, said that Zuckerberg might have underestimated his ability to start investing in Facebook. "When I first invested, I thought Mark was one in a million. Now I think he should be one of the trillions. "

Love challenges the limits of "Xiaoqiang CEO"

In Facebook, people call Zuckerberg "Zach". He always shows the qualities that make him a leader, full of competition. Once, he bet with engineers that he could finish 5000 push ups in a week. Zach vowed to do it himself, but everyone else doubted it. The odds were 30:1, but Zuckerberg insisted that it was a very easy goal to achieve. He took regular breaks every day to do 10-15 push ups, one of which was during meetings with visitors.

In the end, he did it.

Zach was dubbed ascetic. He made no bones about announcing that he never participated in Party. People think he and Google co-founder page and Brin have a great deal of discipline and concentration.

In the end, Zuckerberg's vision of the company (which he thought took decades) made him inclined to bet on huge, risky stakes. He had launched a website revision, which led to widespread protests, but after a fine tuning, the protests disappeared. Another example is the controversial service provision incident last year. He did not choose to quickly delete controversial payments involving personal privacy. Instead, he changed the terms of service and called on users to participate.

Colleague Palihapitiya compared Zuckerberg to Michael Jordan (Michael Jordan), "Jordan was not born to become a great basketball player. He is experienced in practice. Mark Zuckerberg is undergoing evolution and will surely evolve into one of the greatest CEO. He will build an evergreen enterprise and create immortal value. But this will be an evolutionary process. "

Merciless elitism

Zuckerberg designed a merciless hiring system: rating each employee from 1 to 5 as a five level, and if anyone's rating is 1 or 2, it will soon be dismissed. Related to this is the early departure of CO founders and executives. Chief technology officer Adam DAngelo Adam D Angelo and co founder Dustin Moskowitz (Dustin Moskovitz) are two of them. Instead of being driven away, they feel that they have lost their enthusiasm or are no longer suitable for the job. An employee once said, "everyone has a clear path. Zuckerberg will use them according to their value, and then kick them aside." However, if those who remain in the company to evaluate this matter, they will have different views: This is cruel "Silicon Valley elitism", talented and diligent people naturally climb to the top.

The opening of Sander and Berg in the era of "stability"

Facebook became the coolest company in Silicon Valley, but strangely enough, by 2007, Facebook employees themselves did not enjoy much fun. One insider recalled that Facebook was a "madhouse" at that time. People scramble for jobs, then worry, feel stressed, and end up with enthusiasm.

Until March 2008, Zuckerberg dug Cheryl Sander Berg from Google as COO and brought stability to Facebook. One investor said the evidence is "they look more energetic and happier." Some employees who had never thought of leaving Google were added to Facebook. "My friends in Google say that for the first time in their lives, if they don't go to Facebook, they seem to be missing something." Now, 20% of Facebook employees come from Google.

Stupid, it's a reward.

Zuckerberg is also increasingly aware that any human behavior is ultimately rewarded. Zuckerberg will motivate them based on the excitement of different employees, such as developing the best products for the engineers, and the business executives will be rewarded. Zuckerberg also has a supplementary plan to break through the routine. Most Silicon Valley companies will give employees a set of stock options. Outstanding employees can get bonus, but few people have the opportunity to increase stock options.

In Facebook, if you are good at meeting project objectives, you can get double stock options in a year and a half. Additional bonus will be obtained according to the overall performance of the company, such as user volume and revenue growth. But there is also a cruel side: managers must grade subordinates. More Machiavelli managers will tell employees where they are. If you rank tenth in the ten person team, you will know what is dangerous.

Focus on execution, innovation and big bet.

Zuckerberg bought Friendfeed, because this is a talented team. In Silicon Valley, it is known to all that engineers' normal distribution curves are steep, and a good engineer can be ten times more efficient than mediocre engineers. A talented engineer is even more important for Facebook, and Zuckerberg knows this. Facebook is not only concerned about IQ and GPA, but also concerned about whether a person can stick to the end and make a difference. Creativity is also an important element of Facebook. Hiring Firefox R & D staff Burak Ross (Blake Ross) and Friendfeed team is the best example.

Zuckerberg creatively invented a "growth VP" - vice president in charge of business growth and international market development, held by Chamath Palihapitiya Chamath Palihapitiya. Zuckerberg was skeptical about creating this position because it meant shifting the focus of the company from core function research to data, focusing on how users use websites, from clicking links to click sharing buttons, and then adjusting product functions accordingly.

Zuckerberg and Palihapitiya often discuss what drives growth most, whether the number of friends at the beginning of a user or viral marketing. Palihapitiya considered viral marketing. So they decided to work together, and the result was a great success and accelerated growth.

Palihapitiya did not show his talent in his previous post until Zuckerberg gave him a chance to prove himself. The success of his transformation stems from Facebook's huge talent pool. Facebook is more prepared to take this risk than ever before.