There were lots of times, especially in the early days, that were very, very difficult. I think the most difficult experience I had was in 1990 when Oracle had its only loss quarter in history. We’d been in business for 20 years, and after 20 years we lost money one quarter. We had a very difficult time. We had virtually doubled our sales every year for ten years. Nine out of ten years, ten out of eleven years. It was really quite an amazing run. We were the fastest growing company in history

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

my second failure in my career. But that second failure got me interested in knockout mice, mouse technology. So I think failure is important in my career

We would constantly have to move because we couldn't quite afford the places that we were living. And sometimes we got evicted. And it was just very, very difficult as a child to try to understand that.

As I’ve gotten older, my goals have become more solidified. My main concentration is on the welfare of the people I’ve worked with in the Himalayas and on human welfare in general. I’m also extremely interested in the environment and trying to encourage people to be more concerned about what we’re doing to our world. Now I’m just one of thousands and thousands of people who have these same views these days. I think this is one of the great steps forward we’ve seen in modern decades — the considerable growing interest that people have in the environment and in keeping it reasonably clean and wholesome. I certainly hope it remains that way.

I still regard adventure pretty much as a hobby to tell you the honest truth, and I think this approach to it keeps one refreshed almost. I think if you just regard adventure as a business, working becomes very boring as many other businesses can become. But even though adventure changed my life considerably, both in what I was doing and even economically, I’ve always regarded myself in a sense as a competent amateur.

My mother used to say to me a thing which, when I look back on it, wasn’t terribly logical. — and I had a pretty hearty appetite, but when I had had a large meal put in front of me, and even I couldn’t get through it, she would say, “Edmund, remember the starving millions in Asia.” Now what possible use my consuming it would do for the starving millions in Asia, I don’t really know, but the fact remains that I was brought up to think about the starving millions in Asia. That meant I had to clean my plate up and not waste it. Later on, I got more involved with the starving millions in Asia, perhaps in a slightly more practical way: helping some of them with schooling and hospitaling and even in agriculture.

I had one experience on the ice-fall with Tenzing. We were actually descending after having been further up the mountain, and it was getting close towards dark so we wanted to get through the ice-fall before darkness fell. We were roped together, but I was rushing down ahead in the lead. About halfway down there was a narrow crevasse. I guess it was about four feet wide, but just a bit too wide to step across. On the lower lip was a great chunk of ice stuck against the ice wall, and we’d used that as sort of a stepping stone to get over the gap. I came rushing down the hill without thinking too carefully. I just leapt in the air and landed on the chunk of ice, whereupon the chunk of ice broke off and dropped into the crevasse with me on top of it. It was interesting how everything seemed to start going slowly, even though I was free-falling into the crevasse. My mind, obviously, was working very quickly indeed. The great chunk of ice started tipping over and I realized, if I wasn’t careful, I’d be crushed between the ice and the wall of the crevasse. So I just sort of bent my knees and leapt in the air. I was still falling, but now I was a couple of feet clear of the chunk of ice. Time really seemed to pass even though I was falling clear, and I realized that unless the rope came tight fairly soon, I would come to a rather sticky end on the bottom of the crevasse. Up top, Tenzing had acted very quickly. He had thrust his ice axe into the snow, whipped the rope around it, and the rope came tight with a twang, and I was stopped and swung in against the ice wall. The great chunk of ice just carried on and smashed to smithereens at the bottom of the crevasse. Then really the rest was what I would have called a routine mountaineering matter. I had my ice axe and my crampons on my feet, so I chipped steps in the side. I was able to bridge the crevasse, and I worked my way up to the top and got safely out. I wouldn’t have said at any stage, because it all happened so quickly, fear really didn’t have much opportunity to emerge. My only idea was to get safely out of this unfortunate predicament. And of course, without Tenzing’s very competent mountaineer’s response, I certainly wouldn’t have made it. But once he had stopped me, then I was able to, using the techniques of mountaineering, to get myself safely to the top again.

I always have, in my expeditions, people who are academically far cleverer than I am, and even technically, far more competent. So if you want to lead an expedition, in a sense, you’ve got to keep ahead of them. These bright, competent characters you have with you who are marvelous to have on the expedition. And I’ve always found you can do that by, each night, when you go to bed, just let your mind dwell on the likely things that may happen next day, and think out carefully the sort of decisions that might be necessary to make in order to have the program carried through. So next day, when something happens, you’re the one that’s thought about it and you’re the one who has the ideas.

I would advise them to aim high. To set their sights at a pretty tough target and don’t be too worried if you’re not successful at first. Just keep persisting and keep improving your standards, getting better and better and ultimately, you’ve got a pretty fair chance at achieving your desired goal. ... But, I do think that virtually everybody that’s born has the ability to be very competent at doing something. I think that, in itself, is worthy of aiming towards, just to be competent at doing anything you particularly wish to do.