I think fear and fear of the unknown and perceived failure is what holds people back. For me, I am more scared of complacency than having something not work out. I'd rather take a leap of faith and fall than stand on the edge forever.

The challenge of a big, over-arching vision is that it's hard to know where to start. And your biggest opportunity will change from year to year. Technology changes. Competition changes. You change. My advice: Just start. Find a single unmet need that nudges the world closer to where you believe it's going. And if you hit a dead end, pivot.

Do a deep reflection on what exactly went wrong and write it down. Please don't do that lazy analysis where you just blame government, the economy, the markets, fundraising etc. It might have been a contributing factor and you should reflect that but please do that uncomfortably deep and introspective work of figuring out where *YOU* the founder went wrong.

My advice to everyone is: “Become a journalist.” ... if you have a chance to be a newspaper reporter for three or four years — before you do whatever you want to do — do it, because you will know so much.

It took me a while to realize that the internet would be the single best way to make technology accessible to more people. As soon as I did, I changed course and decided to pursue my dreams at Google.

The second filter is to gravitate towards working on hard things. I’d love to tell you I was an immediate success after leaving Stanford… I wasn’t. Even a decade later, I felt like I wasn’t on the right path, and it took me a while to find my footing. Until I applied to Google. I had my final interview there in 2004, it was April Fool’s Day and the day Gmail launched. So when my interviewers asked me about it, I wasn’t sure if it was a joke or a real product. That’s because at the time, one gigabyte of free storage for everyone felt super ambitious, and almost impossible. A couple years into the job, I got my chance to work on a seemingly impossible problem, too. It was around this time that the internet was moving into a new phase. The web was evolving from simple web pages to rich applications. There was a group of us that felt we could reimagine the browser to be much better and faster, and we had an early prototype that we thought was pretty good. Internally there was a consensus that building a browser would be incredibly difficult, requiring hundreds of engineers; we had a group of about ten. The consensus was right. It was going to be really hard. In some ways we were naive, and it's good to be a bit irrational when you approach new things. And in 2008, we launched what we thought was a great browser. We had eight million users in the first twenty-four hours, and the reviews were really positive. And then user growth stagnated. After a year, we had around two percent share. I remember Steve Ballmer, the CEO of Microsoft, made fun of Chrome in an interview and called it a rounding error. It could have been demoralizing. But with that California optimism, I told the team that the fact he went out of his way to dismiss us meant we were doing something right. We kept going, setting highly aggressive stretch goals to keep the team pushing. We rapidly iterated, shipping the browser every six weeks while others shipped one maybe every six months to a year. Success began to follow. Working on hard things has taught me a lot: It typically attracts other great and optimistic people. And even if you miss meeting the high goals you set, you’ll still achieve something great. So when you have the choice to work on something hard — say yes. Do what excites you