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When you force yourself to focus on just the person and their work, not their glorified past, you also end up giving more people a chance. There’s no GPA filter to cut out someone who didn’t care for certain parts of their schooling. There’s no pedigree screen to prevent the self-taught from getting hired. There’s no arbitrary “years of experience” cut to prevent a fast learner from applying to a senior position. Great people who are eager to do great work come from the most unlikely places and look nothing like what you might imagine. Focusing just on the person and their work is the only way to spot them.

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The only way to do great work is to love what you do. If you haven't found it yet, keep looking. Don't settle. As with all matters of the heart, you'll know it when you find it.

I believe great people to be those who know how they got where they are, and what they need to do to get where they’re going. Great people have a vision of their lives that they practice emulating each and every day. They go to work on their lives, not just in their lives. Their lives are spent living out the vision they have of their future, in the present. They compare what they’ve done with what they intended to do. And where there’s a disparity between the two, they don’t wait very long to make up the difference.

If you wanna hire great people and have them stay working for you, you have to be run by ideas, not hierarchy. The best ideas have to win, otherwise good people don't stay.

Somebody once said that in looking for people to hire, you look for three qualities: integrity, intelligence, and energy. And if you don’t have the first, the other two will kill you. You think about it; it’s true. If you hire somebody without [integrity], you really want them to be dumb and lazy.

I understood the importance of hiring for strength rather than for lack of weakness, and I understood the meaning of “fit.” There are lots of smart people in the world, but smart is not good enough. I needed people who were great where I needed greatness. I needed people who really wanted to do the jobs they were hired for. And I needed people who believed in the mission —

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