My biggest takeaways from @molly_g: 1. No company needs more than three goals. Facebook ran on just three goals for five years while growing 10x: growth (MAUs), engagement, and revenue. One goal must also “win in a fight” to create true clarity (at Facebook, engagement trumped all). Goals should be simple enough that “an intern who started Monday should understand them,” and they should hurt—if your prioritization process isn’t painful, you’re not making real tradeoffs. 2. In rapidly scaling organizations, you need to over-communicate by a factor of 10x. Molly observed at Facebook that Zuck would repeat the same message in multiple formats (all-hands, email, 1:1s, team meetings), because people need to hear something seven to 10 times before it actually sinks in. Leaders often assume everyone heard and understood them the first time, but in chaotic, fast-growing environments, repetition is key. 3. “Give away your Legos.” Hand off the things you built and love doing—your “Legos”—to others as the company grows. Even when it feels painful. Clinging to work/projects/teams stunts your career growth. 4. "Snorkel before you scuba." 80% of team issues stem from structural company problems (unclear goals, roles, expectations) or team dynamics, not individual performance. So before assuming the person is flawed or unfit, start at the surface level by asking, “Does everyone know what their job is and what success looks like?” Only dive deeper into interpersonal or individual issues if structural fixes aren’t the issue. 5. The best careers look like J-curves, not stairs. The most valuable career moves feel like jumping off cliffs. You’ll fall for six to nine months, feeling incompetent and asking “dumb” questions. But when you climb out, you’ll reach heights the “stairs” approach could never access. Molly’s advice: “Different kinds of fear tell you different things. Financial fear might be worth listening to, but the fear of ‘I can’t do this’ is a flashing green light to go for it.” 6. Escalation is a tool, not a failure. When two people with equal power disagree, they often waste weeks debating. Instead, go together to someone with more context or authority as soon as you’re stuck. This isn’t tattling—it’s using management for its intended purpose: unblocking teams. 7. Molly's six rules for effective goal-setting: goals must be specific, measurable, time-bound, public, few, and actually used to make decisions. Most companies fail because they set too many goals, make them too vague, or never reference them after the kickoff meeting. 8. The biggest mistake leaders make during hypergrowth is trying to preserve how things used to work. Molly saw this repeatedly at Google, Facebook, and Quip: The leaders who clung to old structures, old ways of working, or old team cultures became obstacles. The companies that scaled successfully were the ones where leaders embraced that their job was to constantly reinvent how the org operated.