WhoBuilt

Why You Shouldn't Copy Your Tech Idols

Sep 13, 2023· 18 min· 120K views·Watch on YouTube

Speakers

Y Combinator hosts Dalton and Michael discuss why founders should study the full histories of tech leaders before following their advice.

Advice can differ from the path taken

Dalton and Michael point out that successful people sometimes recommend strategies they did not follow themselves. They use Sam Altman, Elon Musk, and Peter Thiel as examples, while noting that their advice can still be valuable.

Sam Altman started with a conventional startup

Before OpenAI, Altman founded Loopt after leaving Stanford. It raised a relatively small amount, had a small team, and grew through iteration and the Y Combinator network. The hosts say founders should not assume they can begin by raising huge sums for a major research lab.

Elon Musk built resources before taking on bigger goals

Musk told one host that he started Zip2 and PayPal to make enough money to pursue space travel. The hosts describe those early companies as conventional startups, followed by SpaceX and his investment in Tesla. Their lesson is that most founders need to build resources and experience before attempting a more ambitious second step.

Peter Thiel’s education is part of his story

Thiel criticizes college, but he attended Stanford as an undergraduate and earned a law degree there before working at a law firm and a bank. The hosts suggest those experiences may have shaped his later success, though they acknowledge they cannot prove that with an A/B test.

Use context and personalize advice

The hosts say leaders may give advice they wish they could have followed earlier, often with good intentions. They recommend learning the full backstory behind advice and tailoring guidance to a founder’s situation and advantages. The hosts say broad public content cannot be personalized in the way YC office hours can.

Takeaways

  • Study a role model’s actual career path before copying their advice.
  • Treat advice to raise huge sums or pursue ambitious projects as conditional on your ability to do so.
  • Consider how earlier jobs, education, and setbacks may have shaped someone’s later judgment.
  • Use advice as input, then adapt it to your own resources, experience, and advantages.

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