People spend a lot of time building beautiful websites, and I think that's important in certain types of businesses, but when you're talking about a business where you're trying to get somebody through a very difficult experience and something more functional, it's far more important that the product is easy to use.

If you spend all of your time fighting fires, you may miss critical opportunities to build your business. You'll be all reaction and no action. But if you let fires go on too long, you'll get burned. Deciding which fires you let burn and how long you let them burn for can make the difference between success and failure.

When you have something that's a weakness, you have to think about it and say 'Okay, is this critical weakness really important in the goals that I want to do and what I want to become?' Because you can't fix many of your weaknesses—you can fix maybe one or two ... A lot of weaknesses are the flip side of strengths. So, the thing that you're super strong at also leads [to] the thing that you're more weak at.

I think one of the really important things in leaderships goes all the way back to Socrates, which is to pay a lot of attention to knowing what you don't know.

Everyone should think about their life as the entrepreneurship of themself. It doesn't mean they should start companies, but the modern pattern of life is an entrepreneuring path, not a career escalator, not a career ladder, but this kind of pattern of invention and reinvention—it's more like a jungle gym for life.

It's good to recognize that this [COVID-19] is a wildly different time. Only super crazy people think that two months from now, it'll be back to where it was in January 2020. That's the insane point of view.

When you're venture investing, it's not about picking things that have a 90% chance of success; it's about picking things that have some more risk and that [don't have a] 90% chance of success, but when they work, they're magical. When they work, they change the industry; they change the world; they change the human experience.

I believe that if you try to put out every fire, you will only burn yourself out. The best entrepreneurs—they let fires burn.

Most often, in a startup project, you have to move very fast. You don't have lots of time to communicate everything. And by the way, in startups, you should not slow down. Startups are one of those things where speed is one of your very few strengths.

Trust is an extremely important part of life and an extremely important part of work, and it's worthy of being conscientious in how you're building it in every time that you're interacting with your colleagues, your friends, your allies.

Mandating a shelter-in-place [in response to COVID-19] doesn't really help you very much unless you also close the borders.

Learning frugality is a good and smart thing to do. This is one of the things that we in Silicon Valley get a little too lazy at because there's so much available capital.

You'd be surprised how many successful startups that celebrated overnight successes flirt with disaster the following morning.

Look at every interaction and everything that you're doing together as also an opportunity for building trust.