I didn’t realize that scientists were like that, and that people were like that. I would have thought — and I like to hope — that I encourage people rather than discourage people. I think you can say no and still say, “Boy, that might be a tough problem, but if you really work at it maybe you’ll solve it,” rather than, “No, it will never happen.”

I held out for participation in the 1984 election the dictatorship called, even if I knew it would be rigged. I was warned by the lawyers of the opposition that I ran the grave risk of legitimizing the forgone results of elections that were clearly going to be fraudulent. But I was not fighting for lawyers, but for the people in whose intelligence I had implicit faith. By the exercise of democracy, even in a dictatorship, they would be prepared for democracy when it came.

The second thing there was another thing I learned at Sequoia is that the culture of a business is built in the first six months by the first ten to 15 employees. These are magical, really, really important times. And I used to hear a lot even at Sequoia, a lot of entrepreneurs saying, “Hey, I'm too busy to think about culture. When we become a unicorn, when we grow, I'll worry about culture.” And for whoever has kids, it's almost like saying I'm too busy about educating my kids. When they turn 18, then I'll figure it out. Too late.

Yes, but not with a formula. So there are many, many efforts now to decentralize and they create a rigid formula and give people rules from on top and say, 'Now it's yours.' And that isn't worked very well either. … And, you think about the variety. If you look at a countryside, think of the variety out there in terms of the ecological variety. Well, if people are going to manage ecological variety, no single set of rules will work in a semi-arid versus a tropical-wet region. They have to be different.

Those times when I feel equilibrium, maximum consciousness, and clarity.

Very large bugs.

But part of practicing to me is actually an active enjoyment. When people ask, “How much do you practice and do you like practice?” Well, I think it’s always getting your mind to go from “I should” to “I want.” It’s like the magic button that only you can locate. When you’re doing the “should” thing, time happens very slowly. Ugh, I’ve been practicing forever! Fifteen minutes. But when you want to do something, an hour has passed. Your control of time depends on whether you should do something or whether you want to do something.

Mr. Rogers lives on. There’s so many legions of people that grew up with him, and they’re still in a way growing up with him. He, of course, was a minister. ... And the children of the show, in the neighborhood, are his ministry. And what a beautiful thing that is. So I, to this day, when someone says, “What are you most proud to have accomplished?” I am so proud to have been a part of that.

I love to break rules.

While I’m on stage, you are all my guests, because that’s sort of the unsaid agreement. While you’re my guest, if something bad happens on stage, I often think of Julia Child, “Oh, the chicken’s fallen on the floor! Yes. Oh, well pick it up and put it right back.” And you know what? Everybody’s with you. […] So whatever you practice for on the engineering side that fails is all right, because we have a greater purpose. The greater purpose is that we’re communing together and we want this moment to be really special for all of us. Because otherwise, why bother to have come at all? It’s not about proving anything. It’s about sharing something.