Billionaire's WARNING: If You Grow Faster Than You Can Handle, You WILL Crash! | Adam Neumann

Key Takeaway

Before accepting a bigger opportunity, run a readiness check: write down your mission, identify the personal and operational capacities the growth will demand, and name the people who can challenge you when your ego or urgency takes over. Adam Neumann’s central lesson is that a company can outgrow its founder; rapid growth without self-awareness, sound systems, and trusted counterweights creates a short circuit. Today, schedule one honest conversation with a partner or mentor: “Where am I not ready for the next level?”

Episode Overview

Adam Neumann reflects on the rise and collapse of WeWork, arguing that its growth ultimately exceeded his own capacity to lead it. He shares lessons on mission, ego, resilience, partner selection, personal growth, feedback, and the importance of disconnecting from technology to regain clarity. The conversation also explores his approach to building Flow and rebuilding after public failure.

Full Transcript

Transcript of Billionaire's WARNING: If You Grow Faster Than You Can Handle, You WILL Crash! | Adam Neumann from Diary of a CEO. Auto-generated from episode audio; may contain minor errors.

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That way, you can channel all of your energy into growing your business rather than just keeping your head above water, which is a feeling I know very, very well. Try Gusto today at gusto.com slash diary and get three months free when you run your first payroll through Gusto. That's three months of free payroll at gusto.com slash diary. That's gusto.com slash diary. I went from 13,000 employees to three employees in one week. WeWork was one of the fastest physical global growth the world's ever seen, but everything went wrong.

We lost everything. At 2019, we publicly filed its S1. The company valued at around $47 billion. The S1 showed some losses, $3 billion in the past three years. Also, the S1 revealed when you were CEO that you'd also trademarked the word we and sold it back to the company. That's not true. People sometimes think I was fired because the Wall Street Journal said so. Not true. I wanted to hear directly from you. What happened? You really want to go there? I'm happy to. The floor is yours.

So in WeWork, the business grew faster than I could grow. And every step I take, suddenly the ego starts coming up. Oh, 20 billion valuation, billion valuation in Japan. On top of that, 5 billion valuation in China. It suddenly became about the money. I forgot what we were all about. When I lost it, everybody lost it. And the next thing is we found ourselves being forced to go public when we weren't ready. Then you resigned as CEO of WeWork after the IPO didn't pan out. So I stepped down out of choice.

And a second after I did it, we got stabbed in the back. And the only lesson there, if you're going to stab the king, kill. If you're not going to kill, I'm going to come back again. Why did you make that choice to go back into business again? Because you had money from the reports, almost a billion dollars. You know how hard it is. I now realize that in WeWork, I did a lot more things right than wrong. A lot more, not like 10% more, like 95%.

Some of what I'm saying is hard for you to fully hone in on. But all these founders you spoke to, all this, I don't think they share this label. So let's talk about it. So first, guys, I've got a favor to ask before this episode begins. The algorithm, if you follow a show, will deliver you the best episodes from that show very prominently in your feed. So when we have our best episodes on the show, the most shared episodes, the most rated episodes, I would love you to know.

And the simple way for you to know that is to hit that follow button. But also, it's the simple, easy, free thing that you can do to help us make the show better. I would be hugely grateful if you could take a minute on the app you're listening to this on right now and hit that follow button. Thank you so, so, so much. Adam Newman, I've had the privilege of getting to know you briefly over the last couple of months, and it struck me almost immediately that you are unlike almost any other founder or CEO or really person I think I've ever met.

There's a depth to you and a philosophy and a perspective that is just incredibly rare. My question to you is, for you to be an anomaly, if we accept that, am I right in thinking that you had some sort of anomalous early origin story? What is that story that shaped this man that sat in front of me? You know, for me, first, when I get to know someone in the beginning and they say, where is it coming from? Who are you? I usually start the same.

First of all, I'm a husband. It's my first job, what I'm most proud of. Then I'm a father. I'm a father of six. Then I'm a friend. Friendships are very important for me. And after that, I'm an entrepreneur. I think each one of us has a phenomenal soul. I think it's perfect. And I think what really we see when we look at people is the distance between where we think they're holding to where their potential is. And I think it's that gap between those two things that actually defines a person.

And for me, throughout my life, sometimes out of my control when I was young, and sometimes with my control when I got older, I've always been striving to close that gap. So you talk about not having control. Your early context is quite unstable from what I read, because your mother suffered from bipolar. Can you bring me into that world so I can understand like the sort of context that Adam was raised? Happily. So we'll start like every story has two sides to it. And my mom and my father are both doctors.

And growing up, I always saw both of them taking care of the patients. It would feel sometimes like the patients came ahead of us. So for example, my sister and I, we were never sick. No matter how sick we were, we'd look at my mom, she was an oncologist. And she would say, my patients are sicker, go to school. And that was sort of the beginning of it. When I was in the second grade, my parents got a divorce. It was very difficult for my mom, and she needed a change of scenery.

So we actually moved to the United States. You know, this photo here, and this one here, you've got a kid. This is you as a child that is beaming with a smile, sort of ear to ear. Often when I see photos like that, my curiosity is what you can't see. And what that young kid, that young boy there is not saying, but what he's feeling underneath all of those emotions. What I could tell you is I think for me, I think the challenge started in that.

So we talked about my mother being bipolar. I only observed my mother's moods when we moved to the United States. There was no one around. It was only my mom and my sister and I. And all day, she would work with the patients. And at night, at 8 p.m., she would come home, and all hell would break loose. And I remember many stories. I remember that she would tell my sister and I, we had to wash the dishes. That was our one chore. And we wouldn't, no matter what, because kids sometimes rebel by action when they can't rebel by words.

And she would come home, you didn't wash the dishes. And she would take the dishes and throw them on the floor. And then she would cry and start cleaning the dishes and mopping them. And it was every night ended with some version of action like that. And for two years, I remember how crazy my sister and I thought the whole experience was. And we didn't have any friends who were sharing that experience. Until one day, she bought this nice set of dishes. And she comes home again to throw the dishes.

And we know that she's only throwing the cheap dishes. She's not throwing the ones that she liked, which gave us a little hint that maybe there's a little more control over what's happening than this out-of-control situation. So if I had to guess what was happening with these kids, because now in hindsight, I know my mom and my dad very well, probably there was a lot of arguing in the house, probably as a kid, because I now see my kids that are very young. I'm sure a child finds it very confusing when the parents are not aligned as a team.

Because as a child, all you have to lean on are your parents. But I think the most important thing to say, if my mom wasn't the way she was, and if I didn't go through all those challenges that I went through growing up, and I went through a lot, we're talking about bipolar, there's a lot that comes with it. And we could go deeper or less. But almost every single thing, if you took a piece of paper, and you had to do a checkmark for every bad thing we think can happen to a little boy, you get to checkmark with me almost all of them, including the really bad ones that we don't like to talk about.

As bad as that was, when I was 22, 23, I remember being very angry about my childhood. Only when I met Rebecca, my then-girlfriend to then-wife, she very quickly introduced me to spiritual practice. The way she introduced me, by the way, was after a week of dating, she came to me and she goes, Look, you're really nice. You have a lot of potential, but you're not the guy for me. I was very surprised at the time. I was living in New York. My sister was the supermodel.

We were hanging out. I thought a lot of myself. And I said, What do you mean I'm not the guy for you? She said, Well, you don't have a spiritual bend. You're very focused on material things. You want to be successful, but you're not actually understanding the game of life. The guy I'm interested in is going to want true happiness and true fulfillment. And true happiness and true fulfillment does not come from material things. It was so different from anything anyone has ever told me, that instead of running away or doing this or doing that, I thought for a second.

I said, Well, how would one come to explore this spiritual life that you're talking about? And she said, Well, you need to practice. And for me, that practice started being Kabbalah. But for all of us, there can be different practices. The thing I learned very quickly in the practice is the difference between meant-to-be and free choice. And I think a lot of people don't understand it, but how can there be—we talk a lot about this spiritually about it's meant-to-be and there's free choice. How could there be free choice and things be meant-to-be at the same time?

The way I explain it is you get to a fork in your life, and you choose left over right, and everything works out meant-to-be. You get to that same fork, and you choose right, and you crash on your face horribly. Everybody's watching. And you stop, and you actually learn lessons from it. And you take accountability. And you say, You know what? Whatever happened to me happened for a reason, and I'm going to learn from it. I'm going to be stronger, almost like a sword that's getting forged.

And the more times you hit it, and the more hit you put on it, the stronger it gets. And then you learn those lessons, and you go back into the game of life, and you apply that in again. Suddenly, you take the catastrophe or the tragedy or the curse, and you make it into a blessing. You turn it into a made-to-be. When the world did crash on me as an adult, it was nothing compared to what I had to deal with as a child. I was like, It's okay.

I have a wife. I have kids. I have close friends. We'll take a deep breath, and we'll start from scratch again. And that kind of fortitude, I think, regretfully, comes through going through very difficult things. So if you're listening to this right now, and you're going through something really difficult, and it feels dark, I encourage you to remember that the darkest moment of the night is a second before dawn. I feel like there's things in your early context that you haven't shared before, because you said there's things that we don't usually share.

Not publicly, but I used to share everything in front of our employees that we work with. So there's things I shared in front of 10,000 people. I'm not sure it ever made it to the press. What is missing? You really want to go there? I'm happy to. If you're happy to, I'm happy too. I'll share two things that I'm not sure, but maybe could be helpful for other people that are going through similar things. So the hitting and stuff. When someone's bipolar, by the way, they get very angry or very happy very fast.

When they're happy, they're the happiest. You have fun, and everything's amazing. My mom would play games with us, and it was phenomenal. But also, and that I think happens a lot with bipolar, there's the suicide threats. And then there's one thing when you threaten to—so again, if you're two children, and your only parent threatens to commit suicide, who's going to take care of you? What is going to happen if suddenly that happens? I have a lot of memories, but one that just came back to me not too long ago.

We were in the kibbutz, which is where we're living after we came back from the US. My mom wanted us to have a special experience. We went to this community where everybody shares a lot of things together. It's also the beginning of why I love communities. We get into this big fight, and my mom basically says she's going to kill herself, and she takes the knife. I remember she's holding this huge knife. I'm like, No, no, don't do it. I just remember feeling that I have to stop it, that it is up to me.

If I don't stop it, then she's going to kill herself right there in front of my sister and I. So I grabbed the knife, and we're fighting left and right, and my sister is sitting right there, and she's crying, and she's crying. And I'm no, and she's saying yes, and the whole thing is so crazy. How old were you? Twelve at that moment. That's one. There's more if you want to go deeper, but that was one. I invite you to go deeper. I was in between second grade to fourth grade, and I was sexually, I think you call it molested, by an older than a teenager.

So she was at least six or seven years older than me. This one, I didn't even know that what was happening was wrong. And many years later, Rebecca and I are in the Hamptons, and somehow the story comes up, and she goes, Adam, you understand that this is not normal for a child at that age. And I didn't even fully understand, and that taught me, that explained to me a lot about children. And again, we go back to the responsibility of parents and the responsibility of society to take care of the children, and schools to understand what's happening.

And whenever we see anyone, we're so good at walking into a room, seeing someone else, and judging. Oh, they're not acting the way I would act. They're not acting right. They're not speaking right. Everybody's so busy judging everybody. I want to encourage every single person, next time you're about to judge, you don't know who that person is. You do not know where they come from. You do not know what happened to them as a kid. God forbid they were molested. God forbid they dealt with all these things.

You don't know where they're started. You only know where you see them now. And it could be that if you really got to know them, and you'd have known the distance they went from here to here, you would have been extremely impressed with them, and you would have not measured them that way. And this is why I think it's so important for all of us, when we walk into rooms, to really go after unity. You and I can say the same sentence in a way that tears people apart, or brings people together.

It takes more effort to speak in a way that brings us together. But if we don't start acting like this, if we keep dividing and keep splitting, I'm worried. an adult, you've been able to understand that early experience and create a new perspective or lens on what happened to you and what it means. And as you said, you've orientated it around the fact that it's happened for a reason, or at least there's something to have learned from it. Was that always the case? I sometimes reflect on my own experience and think that for the first season of my life, I was dragged.

And then at some point, I got hold of this steering wheel and I was able to drive. And one of them was unconscious and the other was more intentional. And I'm wondering through your early teens and 20s, whether you had the wisdom and the perspective that you have now on your early experiences and how that's evolved over time. I probably went to sleep crying every single night for probably until I was 14 or 15. I remember and if you ask my sister, what would I say?

I completely forgot. She said I told her that one day I'll become very successful and will take care of us. That was what I used to say. I literally didn't remember. This is something she told me. I think that's how I interpreted that control and how I'm going to fix all these challenges that I had. But we launched a school, Rebecca and I, more Rebecca, I hope it's a fifth school. In the school, we teach kids how to be connected to themselves, how to be part of something greater than themselves.

If someone just taught me this as a kid, and I would have understood then that there's this bigger picture, I think I would have been able to handle it a lot better and skip the challenging years faster, move faster into the point where I realized that I don't control what happens, but I can control how I react to it. So back to your point of driving. Are you driving? I don't know. Now you question it, I'm questioning myself. I would question it. My follow-up question to you would be, how do you define success?

My definition of success these days, I was thinking about it this morning when I got on the lift on my way here. I thought, do you know what it was? Because my fiance turned to me this weekend and she went, Stephen, I think you have enough now. And then she paused and then she retracted the statement. But it got me thinking about what enough is. And actually, I thought, it's the motion forward in the pursuit of goals that matter to me, that are challenging, surrounded by people, that is the success.

And that's like a daily thing. There's no podium in this game that I'm playing. When she said she thinks you have enough, was she referring to material things? Yes. I think society has taught us that once we gain that success, once we gain those material things, we get to this number, suddenly that hole that we all feel inside of us will be full. Now, I know it's very hard to hear, especially for people who haven't gotten there yet. Like, oh yeah, you got there already, so now you're saying it.

I'm only going to share with you what I have learned. And from all the most successful people that I know, and I'm lucky to know quite a lot of them, I have not seen one that got happy or fulfilled from attaining a number or a material thing. I don't believe that's how the game of life works. So when your fiancee said, which is not like her, because I think she's more on the spiritual side, tell her that I said, I'm surprised she said that. I think she had something deeper to say, and she was holding back.

When she said, I think you have enough, I would really go back to redefining success. So back to that, I'll tell you how I define it in a second. But I think if we can agree on the definition of success, then we can start having a discussion of, A, are we there and are we headed there? And B, how do we do better to get there? And if we agree on our definition of success, then now we can start working together towards the same goal. If one of us defines success by making the most money, and the other person defines success by being the most fulfilled, the most happy, the most light that they can be, then playing two different games.

What's your definition? When you're at your deathbed, and you're one minute before it's all going to go, and you know you're out of time, all you have left is the love that surrounds you at that moment, your children, your grandchildren, your friends, your friends' children, all the love that surrounds you at that moment, and all the love that you have cultivated for your entire life. And I think it's that love, which then moves on to whatever it is that happens after. So my definition of success is, in that last moment, right before you go, how do you feel?

Do you feel full and surrounded by love, and like life has been this amazing journey? Or is there regret, or is there this? And I'll tell you the one thing that happens right before we pass away, the ego goes away, completely. No more secrets. And again, in the spiritual study, you say, what's the definition of hell? Back to how we started this. You get to glimpse for a second the ultimate potential that your soul had, how perfect it was, and how high you could have gone, and where you really got to.

And the distance between those two, that's hell. When you were 31 years old in 2010, and you sat down with your partner, Miguel. Miguel McKelvey. And you made this sketch on a whiteboard for WeWork. If I'd asked you then what your definition of success was, would you have turned to me and said love, or would you have said something else? I believe I would have said something else. So my big shift is when I met my wife. So by this point of this picture that you're showing me, I was four years into Rebecca teaching me about the game of life.

So I'm starting to advance. So I could tell you what I was thinking. It wouldn't have been love, but it would have been we. And the point about, because it was called, if you look at that picture, it's going to say, we work, we live, we give, we share. I don't remember. I haven't seen it for like 10 years. It was never about desks and chairs. It was always about creating a world where people make a life and not just a living. It was about something greater than ourselves.

If we just jump sort of backwards in time from that day by about 10 years, if I had asked you what you want to be when you're older, what would you have said? A 21? 21. It's embarrassing. I'll tell you it's embarrassing. I'm embarrassed. Amazing. Great. Tell me. I'm embarrassed for my 21 year old self. What did you want to be? A billionaire. You wanted to be a billionaire at 21? I did, regretfully. Why? I thought that making the money is going to compensate. I thought it was going to fill that hole from my childhood.

What about at 16, if I'd asked you? I think I said millionaire then. I don't think I knew the word billionaire at 16. I think the numbers were because the world changed. But I thought that making money was going to fill that hole from the childhood that back then seemed very difficult and very aggressive and very, with all these negative words that we can use about the difficult and abusive childhoods. And I thought that making money would solve it. But then I did three businesses afterwards who did not succeed until I met Rebecca.

And Rebecca was like, you're chasing money. You will never have it. And even if you get it, it will never make you happy. You will never have it. She said chasing money is like chasing cool. You're cool. You're just like that. I don't think you're working too hard on things. Thank you so much. You don't like putting on shoes. I don't like putting on shoes. Can we cut that please? It's all good. So she said you're chasing money. It doesn't work like that. It's also like chasing a girl.

You really want someone. You have to take a deep breath. But she said to me, even if you were to get money the way you're chasing it, it not only will not fulfill you, it will be negative for you. So I said, well, what should I do? She said, well, you're a very talented individual. You should figure out what your superpower is. It's the first time I've heard anyone use the word superpower. She goes, you need to take your superpower. You need to connect it to something that's meaningful for the world.

Something you're passionate about, but something that can make a difference. You need to bring those two things together. You need to only focus on making that a reality. Employees will want to work with a company that's doing that. Investors want to invest in a company that's doing that. Consumers want to buy from a company that's doing that. The rest will follow. Then she said success, the way you define it then, that money success you think will fall on you from the sky more than you can ever imagine.

I was like, I want to marry this woman. I proposed three months after we met. And the idea of we was central to this drawing that I have in front of me, which is a drawing you did on a whiteboard when you were 31 years old, 2010 with your partner, Miguel, after selling your company, I think it was called Green Desk. Green Desk. You sold it for how much? It was 1.5 million. There were three partners. So we each got half a million, half a million.

But our partner didn't want to pay us the whole amount upfront. So he only gave us $300,000. The rest was installment over four years for Miguel and I. And I remember telling Miguel, Miguel, you keep the money because I'll waste it. First time I ever made money. You keep the money because I will waste it and we'll keep it for our next business. And the way the universe works, by the way, the universe speaks to us, the signs start happening and you sort of one thing leads to another.

It's almost serendipity. Our first WeWork building, to get the building, the landlord wouldn't give it to us unless we gave a check of exactly $300,000, the same $300,000 that was sitting in Miguel's account. It went from there to there and WeWork was created. So tell me what that is. Okay, we're in GreenDesk. Just to remind everybody what GreenDesk is, GreenDesk was created in May of 2008. The world was crashing. That was the downturn. And before it started, Miguel and I got to know each other. He was an architect and I had a baby clothing company.

And we're in the same building. My roommate introduced us and we would just talk about doing great things. And there was a landlord there. And every day he would see me and go, Adam, your baby clothing company sucks. And I said, Mr. Gottman, why do you say that? He said, well, my wife, we have eight kids. She loves buying baby clothes. She didn't once buy from you. I don't know how you pay me rent. Your baby clothes suck. And I would say, well, Mr. Gottman, you own all this real estate around here.

He goes, yes, I do. I said, your real estate sucks. He goes, why do you say that? It's all empty. And we would do that for four months, back and forth. One day he looks at me and goes, Adam, if I gave you one of my buildings, you keep saying that it sucks. What would you do with it? So he takes me upstairs and he shows me this beautiful floor plate. And I said to him, how much do you get in rent? He goes, $5,000 a month.

I said, well, it's empty, but let's say you would get $5,000. He said, look, I'm a small business. I don't need this much. Let's divide it into 15 small spaces. We'll charge $1,000 each. We'll put a receptionist. We'll pay the receptionist $2,500. We'll get $15,000. That will leave us with $12,500. You will get $7,500 and we'll get the difference. And he was like, let me think about it. He calls me the next day. He goes, I love it. But instead of one floor, take the whole building.

It had five floors. We'll put the receptionist downstairs so we can share the expenses. It will be even better. And we put five ads on Craigslist. We launched Greendesk. It was 92% full within a week. It started cash-flowing positive, which was a new thing for me because this was my fourth business. I never had cash-flow positive. Cash-flowing positive within a month and became very successful very fast. After about six, maybe 12 months, we started thinking bigger, Miguel and I. We said, we'll take Greendesk National. We went to our landlord.

He said, I'm not interested. We asked for $20 million. We said, we'll split the business 50-50. He wasn't interested. So we started. And very soon after, he said, I'll buy it from you. And we started planning this. And you drew this on a whiteboard. Miguel drew this on the wall, not even a whiteboard. The walls were made of glass. This was drawn on the glass. So all of our walls in Greendesk were also whiteboards. Because everybody was about creating and inventing. And what you see here is that social life, commercial, friends is here.

This proves the fact. Ben Horowitz, in the interview that you saw he did with me in the podcast, he says to me, Adam, you've always had one idea. And then at the end, the apologist said, Adam, I didn't mean to say you only have one idea. Of course, you have all these ideas. I said, Ben, you're right. This is not that different from what flow is. This is all about the friends and all about the living and all about the working life essentials. I haven't seen this for a long time.

FinTech, travel, everything in between. So for anyone that's watching, listening and can't see, it's a circle that has lots of circles in it. And it says all the little circles are like travel, health, social life, friends, co-work, co-worker supporters, life essentials, work rituals. Work rituals. Again, you can read it better than me, but that makes sense. And this was the idea for WeWork. This is the idea for WeWork. So sometimes people said, oh, you grew out of desks and chairs. You shouldn't have gone to all these categories.

The idea started, this was before there was one desk. What is the essence of this? We wanted to make a world, at least in our opinion, that really needed community. This was to deliver on a mission of creating a world where people make a life and not just a living. This was a full lifestyle, life circle. And it was very aspirational. And it's how, by the way, for any one of our listeners or your listeners that is starting a business, start with a vision. Dream as high as you can, go all the way to the stars, because if you don't shoot for the stars, you're never going to get to the moon.

Go far. Then take a deep breath and go back to basics. What do I need to do first? What do I need to do second? What do I need to do third? The secret of life and entrepreneurship is to be able to be in both places at the same time. On the one hand, I'm going to go so far. On the other hand, I'm just starting, so I better roll up my sleeves and get the broom and start brooming. It's both of them. I need to go knock on doors.

I need to go meet people. I need to do whatever work needs to be done at the beginning to get the business started. Let's talk about both then. So you've got the trenches and then you've got, let's say, the clouds or the moon, as you refer to it. Why is it important to dream big? Why is the scale and the size of the dream important? So I believe it's the secret of manifestation. So when people ask me, Adam, what is the secret of manifestation? How do you make something out of nothing?

I think the order is, first you have to believe. If you and I have a big idea, first we have to believe it. Then that takes time to believe. True belief, by the way, do you know when belief is measured? No. When it's really tough. Belief is not measured on everything. So I remember this. I've shared this story before, but your audience is so wide that I'm sure a lot of them haven't heard it. When right after the whole explosion of WeWork occurred, and it was like five days in and the whole thing was crashing on us and there's a million articles and the whole thing is happening, my spiritual teacher, who I haven't spoken at this point almost for two years after I studied with him for eight years, calls me.

He said, Adam, how are you doing? I said, I'm not doing so well right now. It's crazy. He said, oh, great. That's why I called you. I said, why did you call me? His name is Eitan. I said, Eitan, why didn't you call me? He said, I called you to make sure that you remember the two things we learned from for eight years. I said, Eitan, we didn't learn two things for eight years. We studied twice a week. We learned endless things. He goes, no, you missed it.

We learned two things. I said, please remind me. He goes, one was love thy neighbor as yourself, and the rest is commentary. It took a second for it. I said, let's talk about this for a second. What does love thy neighbor as yourself mean to you? Such a famous saying. We've heard it so many times. When I think about it, the way that I understand it is to have empathy and compassion for all of the complexities, both the good, the bad, the indifferent, and that which you don't understand, which is how I would treat myself.

I understand that I'm a complex person, and that I'm multifaceted and imperfect, and that I have strengths and weaknesses, and I'm okay with all of it, and in others, we're less okay with all of it. Beautiful. I said it in a little bit different words, but I was right on. Love thy neighbor as yourself means that you first have to love yourself. To love yourself, you have to acknowledge not only the great strength that you have that you love, you must acknowledge your weaknesses, your failures, your mistakes, and the only way you can love yourself after all of those is if you're able to forgive yourself.

So the true secret of loving oneself is to forgive yourself, to not carry guilt, to really be able to know that all of these are lessons for you to grow and change and go to your next level from. Back to the sword analogy, you're a sword, and you're getting forged, and every single time you get hit, you just get stronger. Once you feel that and you're able to love yourself, then you're able to love everybody else. That was the first thing he told me we learned.

The second thing he said to me, which we said before, is, I want to remind you that the darkest moment of the night is a second before dawn. Belief is not measured on everything is going up, and everybody's telling you what a genius you are, and everybody wants to be your friend, and everybody wants to be your investor. Belief is measured when it's all crashing, when even your friends are questioning you, when the phone is not ringing. And if a person is able to have true belief then, then he says to me, if you're going to be able to take this experience and really hold your belief, hold your positivity, hold your happiness, be the person I know you can be, you can't imagine what the future stores for you.

And if you believe in your hardest moment, in God, and in myself, in my wife, in my kids, and in the fact that even though I don't know at this moment why this thing happened, I am going to be stronger for it. And I remember that morning, this phone call was late at night. The next morning at 6 a.m., I walked down to my three—I went from 13,000 employees to three employees in one week. I walked down to the three employees who were my partners in the family office, not even employees' partners.

I walked down to them, and I'm smiling. They're stressed out. We would meet every day at 6 a.m. They're, we're done. We're bankrupt. It's finished. They only joined me three months before. They came to manage what they thought was a $5 to $10 billion family office, and they're dealing with negative $400 million compounding interest, full bankruptcy situation. And I thought about them, not all, a lot of friends that I had that were really there with me and enjoyed with me and grew with me and made money with me, when I really needed that one small moment, a lot of them weren't there.

And these three almost strangers, who I didn't really know, were standing right there by my side. And they see me smiling. I said, Adam, why are you smiling? They're like, they thought I really lost my mind. It was done. And I said, I'm smiling because I remember that the darkest moment of the night is a second before dawn. And I remember that belief is actually measured when things are difficult, not when everything is working. And I believe, and I know it's going to work out. And I don't know how, and I don't know why, but this is all going to work out for the best.

And we're going to learn a lot from this. And it will actually prepare us when a real difficulty happens, so we're ready to go and deal with it. And about 10 days later, we started coming out of it in a very positive way. I want to go to the top of the story, because I really want to walk through some of the key moments. But I noticed your energy shift a little bit when you started describing those three people. Here's another thing that I've learned. If you're facing this as we speak right now, I bet you have lots of friends.

That's how you define friends. Exactly. Well, I'll tell you a secret about them. And I'm sorry to say that. We're only going to know which one of them are your friend and which ones are not, where if God forbid you crash and you actually need them. And then I can also tell you if you're going to crash or not. If you go big enough, really, really big, you crash. It's never going to happen to me. My ego is never going to get the best of me.

I'm always going to stay in control. Young, successful people like to say that to me. I say, oh, you haven't gone big enough. Because if you really, really, that's part of the definition of going really, really big. Life is not about if we fall down, we're supposed to fall down. Life is about how we get up. And the more times we fall down, the more times we get to get up. And if you practice getting up enough times, then you might not fall. Then you get very good at it and then you can go and really go for the stars.

So with the friends, the reason my energy changed about those three, I didn't know them that well and they stuck by me. I have a weakness with loyalty. I'm very loyal. So if you were there for me when things were tough, I'm a sucker for that. I'll be there for you, even if you mess up, to a fault almost. A lot of founders who start businesses have this thing that pop culture is called imposter syndrome, where they kind of do doubt themselves. And this sort of sits in contrast to this idea of having belief, because sometimes they don't believe and they are plagued with insecurities and doubts.

And they kind of go back and forward and they think, really, am I the person to do this? I've never done it before. Which is that that comes with pursuing something great. You had never done it before. So what do you say to those people who are struggling with doubt? Because they're hearing, listen, you have to believe. Did you have doubt? When you drew this, it's a fascinating question. My level of certainty was so high when I was doing WeWork. I was sure it was going to work.

A lot of times I think people confused my certainty as a different word. I was that sure that the product is needed for the world. When I started Flow, which was different, and came after everything, and after also we had a family. When I started WeWork, I had no kids. It was just Rebecca and I. It was very easy to throw myself into something and work 18 to 20 hour days, seven days a week and love every second. There was nothing else. WeWork grew astronomically quickly, really atypically quickly, especially for that type of company.

And I wanted to hear directly from you, why? What happened? What were the factors that contributed to this meteoric rise? I think a couple of years after you founded the company, I became a customer of it, both in New York, but also in London. What didn't I see? What was it? So WeWork started in February of 2010. And for anybody listening, I think this is the way that it should and could work. I think from the first day, we were so clear, as you pointed out with the circle, on the fact that this mission is bigger than us.

And when you're part of a mission that's greater than yourself, urgency doesn't just become something like, oh, we have to do it now because I said so, or because we said so. When you feel that your mission really needs to come out to the world, then you have to do it now because there's no time to waste, because it's really important. And we just started with our first. And part of my energy is I bring people together. I really like creating community. But I also love to move fast when we're clear on the direction that we're moving.

And I don't believe anything is impossible. So when you connect that mission of something being greater than yourself, speed, and not accepting a no, you put those things together, then real magic happens. I think that's one. Two. I want an example of that. I'll give you one. Many examples. But let's start. Let's start early. We work because I think this all started weird. But before the example, one more thing I was going to say that made we work to answer your question. It's the team. The team was so dedicated.

The team believed so much. It was their essence. It was their experience of being part of something greater than themselves. And when you can bring a group of people together to all run in the same direction, you almost can't stop anything. I'll give you an example. It's our second WeWork building. We need to do the floor. We only had $90,000. We didn't have any more money. And all the quotes were $200,000 a floor, whatever the number was. And I said to Miguel and to the few people there, we have to do it for this price.

And they said, you can't. We got five quotes. It's not the price. I said, well, how much is the floor? And everybody's like, the floor is between $30,000 to $45,000 with these wood floors. It was an important part of the design. I said, why? They said, what do you mean why? These are the quotes. I said, well, can you break down the quotes for me? They said, what do you mean? I said, well, how many pieces of floor? How many nails? How much glue? How much rubber?

How many hours of work per person? How much does each person cost? No one could answer. I said, okay, I have an idea of how we can negotiate this differently. I called the top three guys and said, I would like you to earn 15% above the cost. I think that's a fair margin. 15%. Do you agree? Of course, I agree. It's like, great. And all three of them, by the way, said yes. I said, great. Well, I'm going to need to see the cost of each piece.

I'm going to go quote it myself and we're going to get to 15% very quickly. The cost went down to that first floor instead of $30,000 to $45,000, it was $12,000. The guy tells me, Adam, no one's ever worked with me that way. Before you know it, they joined us and we had our own internal construction company and we realized that only by controlling it could we get the right price and move fast enough. So it's not taking no for an answer, but also using logic to really look into it.

Now, it could be that if I looked into it, I wouldn't have been able to get a better price. But what I'm describing is the challenge in construction in general and globally, and it's part of the things that Flo is solving today. Elon would call that reasoning from first principles. I had a similar story. He would call it like that. And from what I know in Flo, we look up to Elon as an entrepreneur. We think he's unbelievable. And whenever someone gives Elon as an example, we say, no one is Elon.

That's not an example we use. We look at him for inspiration. I happen to know that he can put an engineer, because I have a friend whose daughter works for him in SpaceX. He can put an engineer to work on one problem for six months, one screw, one connection, but the result ends up being not twice as simple as anything NASA has done, but like 500 times as simple and cheaper and faster and lighter. So yes, it's going back. You can call it first principles. You can call it asking every question, but if you're the entrepreneur and you're going to run, or if you're an employee or a partner, ask why.

People don't because they don't want to be rude or inconvenience others, or they're too concerned with being liked. So pushing back on a supplier or, you know, conventional status quo in any way is seen to be inconvenient. I'm going to try to say a different reason why they're not, because they don't ask themselves why. It's going to go back. This discussion can keep going back to the same basics. A person who's comfortable asking himself, why is he doing something, questioning himself or herself, seeing negative things, seeing problems, and then enjoying the process of growing out of them, will have no problem asking someone else why.

Whenever you ask someone why and they don't want to answer you, what are you hiding? This is a discussion. I usually, when I go into topics like this, start by telling the vendor, wherever it is, I want you to make money. No one's trying to make you lose money, but we're on a mission. And if I'm going to pay even 20% more than I should, then that's 20% less of another building, another community, another neighborhood, that flow is not going to take part in. This really does make a lot of sense to me.

We have this Slack channel in our company called Paperwalls. And the whole idea is that we're trying to encourage our team to push on paperwalls. A paperwall is something that looks solid, but reveals itself to be completely made of paper the minute you try it, you ask why, you push on it. And there's a story of a kid that worked for me in one of my companies for four years. He animates video. I said to him, how long is it going to take you to animate a video for us that's 30 minutes?

He said it takes nine days, right? He worked for me for four years. It took him nine days to animate the video. We decide we want to launch a weekly channel. I need him to do it in three or four days max so that the rest of the team can do it. I say to him, how long is it going to take you? He says nine days. And then because we'd established this culture in our company of pushing on paperwalls, I said to him, why? Do you know what he said to me?

I think I said something like, what would it take to do it in two? And he went, Stephen, you just need to buy me a new laptop. I have an old laptop. I thought, fucking hell, I've been paying him for four years. And he's been, think about how much time I've lost in those four years, just simply because I didn't ask that question. But also to your point, he never mentioned it. He never knew he was in a paperwall himself. First year of WeWork, we opened one building.

Year nine of WeWork, we opened two buildings a day in 130 cities, 50 countries, 70 languages, 100,000 square foot per building. So that's 200,000 square foot a day, 20,000 square meter for European listeners a day. A lot of the same people who are only capable of doing the one and two were leaders by that time of being able to do one of the fastest physical global growth the world's ever seen. Same people. As you learn to, in your words, go through paper walls, as you learn that anything is possible, suddenly this is the secret of high growth and momentum.

Whatever you can do today, if your company starts growing fast, you'll be shocked what you'll be able to do in three months, nine months, and in two years, you're going to look back and not believe that that was your capacity. And I keep telling people, and they tell me, oh, I can't do this, and this takes three months. I say, guys, I've seen this done before. Forget I know we can do it. It's easier now. I've already been there. Now you just need to believe. And it goes back to the belief.

We're going to need to put the systems and the processes. And today with technology, and this is where I think AI is very exciting, you could shortcut a lot of these things and do a much better work. But back to what you said about your company, I bet, when's the last time you sat with them in a circle? How many employees? About 200 in total. So 200 is a big number. But if you took 30 of them, sat in a room, and actually asked them, what are you working on personally?

What is your internal paper wall? What is your internal challenge? What's stopping you? And they got comfortable talking about it. And then as a group, first of all, all their peers would hear. And before you know it, their peers would help them. Hey, I remember that you said that this is a challenge for you. You're insecure. You don't talk in public. You're a little judgmental. You're too hard on yourself. Every person has another story. Before you know it, the moment you get them used to grow internally, it will affect your business to grow externally.

In WeWork, the business grew faster than I could grow. That's where everything went wrong. I actually think whenever a company grows faster than its founder, one of two things will occur. Either it will crash, because that's what happens, or if somehow miraculously that founder is able to keep it all together, in my experience, they're not fulfilled and happy. And if they're not fulfilled and happy, why do it? How important for the founders listening and for the people that want to build or become is hard work?

Because there's a real debate around hard work. Some people say work-life balance is the ultimate. Some people say if you're a founder, you've got to give 100 hour weeks. By the way, new answer to that question. It is the most important thing, but we have to define hard work. Hard work as a founder is not just limited to how many hours you put in the office. Hard work as a founder is how much time do you put on the business? How much time are you putting on yourself?

As you grow, you will be a better leader. You will be a better money raiser. You will express your business better. So hard work is the only way to do it. And you can't be 50%. And here's something else that your founders know. When I had to decide if I'm doing flow again or not, the reason it was so hard is because I knew that there's no such thing as being 80% in or 90% in. Either you're 100% in and you're all in, or it's not going to work.

So how important is hard work? What is hard work? Some of it is on the business. Some of it is on you. If you're married, it's also on your relationship. If you have kids, it's also with your kids. By the way, for those listeners who have kids, if you're ever wondering what you need to work on, just listen to your kids. They know. There you were alluding to this magical thing that happens when one focuses on something. You were saying if you're 90% in, it doesn't work.

But if you're 100% in, it works. What is the magic? That isn't obvious with that. When you're 100% in, there's no time for doubt. There's no time for questions. There's no time for fear because you're so in it. When you're, oh, I can find this work-life balance while doing it, you're not going to do something great. And if you are, if you work to achieve something, it's not close to your potential. But again, I'm redefining what 100% in means. We talked about Warren Buffett. Was he not 100%?

And of course he is. Does he have a full schedule? No way. He keeps it open so he can have the important meetings, so he can read, so he can connect. There are different ways to be 100% in, but you must in life, in my opinion, be 100% in. That's why I love surfing. In surfing, when you're on the board on a wave, if you're not present and you're not in flow, you're knocked off that board. What about founders that are doing two different businesses, pursuing two different missions?

Remember what I told you we say in flow? You're not Elon. I would tell them you're not Elon. Elon can do two different, very few people. I know he's one of the only examples I have, Jack Dorsey. Some of the best on the planet can do, but it's very hard to do two businesses at the same time. It's hard enough to do one. And I guess even in those cases, they built up tremendous resources by doing one really, really well. Again, my question about, I don't know which founder you're thinking, but you've met people like that.

Really, when I've met people doing two that are somewhat succeeding, they're spending no time on their own personal growth. So the extra time they have because they did their first business so well, they're using it to do another business, which usually, in my experience, is an excuse not to actually experience life for what it is. If you're already doing one and it's meaningful and it's fulfilling, why do you need another? What are you hiding from? What is it that you're not actually doing? Would be my question.

Now, if they, maybe there's a, maybe they're a miracle. Hello, I wasn't able to make that finance meeting. Can you tell me what I missed? What I have in front of me is WhisperFlow's new note-taker, and for me, it's been an absolute game changer. I spend most of my life sat in very, very long meetings with lots of different teams and lots of different departments. In any given week, I could have 40, 50 meetings and sometimes more, but also I sit in podcasts where lots of very interesting things get said and I need to focus on the conversation.

What WhisperFlow's note-taker does for me is it captures the entire context of everything that's happened throughout my entire week. It labels who the people are that said what, and I can ask it for things that I might've forgotten, for actions, things that I said I would do that I haven't yet done. It's building this sort of broader context of everything that's happening in my life and it's an incredible, incredible superpower. I love the fact that so many of you come up to me in the street because you know I'm an investor in WhisperFlow and tell me how much it's changed your life.

It is the worst kept secret in productivity. If you want to give it a go, head to whisperflow.ai slash Steven to download it right now and give it a try. I think you'll realize why we let them sponsor this podcast. It's amazing. I have a stat here that genuinely shocked me. It says that sales teams spend about 50% of their time on admin and manual CRM updates rather than selling. That is deadly for their bottom line and that is part of the reason why a decade ago at my previous company, I switched to using PipeDrive, who are our sponsor.

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100,000 companies are already running their sales on it. You can sign up at pipedrive.com.co where you'll get an exclusive 30-day free trial instead of the usual 14 days, absolutely no credit card needed. Just head to pipedrive.com.co to get started. If you're in sales and you run a sales team, I don't think you'll regret it. We often say, you know, in one end you're saying go fast and I hear that from great founders like yourself and Elon and those guys. They say go fast, push on paper walls, go as fast as you can.

But then also there's other areas where you go, you have to go slow to go fast. But also know your weaknesses. I obviously did not succeed in building great technology in WeWork, that is a known fact. So if I'm going to partner again and I'm going to build a business larger than WeWork, put the right partners. Know what you don't know. Know what you don't know and let them lead. When we hired our CTO, we had four different CTOs, I let Ben do the final interview.

Okay, this is what I was going to ask because one of the things I hear from founders a lot is they know they don't know X, let's say it's finance, and then they do an interview with someone and the person says I'm the best at finance. They have no idea if they're the best at finance because they don't know finance, the founder. So what did you do to mitigate the trap of accidentally hiring someone that you weren't able to assess their competence? I chose partners that say the truth.

When Mark and Ben and I do a board meeting and Mark is our board member and Ben joins us. Mark and Ben are two of the world's most famous investors and they have backed you with your new venture Flow. Mark and Ben have invested $470 million into Flow and I, Adam, and my family personally invested $350 million because part of when we created the business together, we wanted to be aligned. We buy together, we sell together, we do everything together. We have our board meetings. They usually start at 8 a.m.

and they end at 5. Very long board meeting. We talk about everything. We love it as a team. We really respect them. We truly prepare for these meetings. We don't spend too much time because again, we are really busy all the time. It's not like we spend a month. We go a week before, take stock of everything we did that quarter. It's always shocking to see how much you did because when you're not really measuring, you're just doing. When you stop for a second and look what you did, it's like, wow, we did quite a lot in three months.

It's very useful. We put together our board decks. We send them to them a few days before they actually read them and then they come for the meeting. It's 30 to 5 and then when it's done, I go to dinner with the two of them and the dinner starts by me saying, we sit down, usually wherever it is, please tell me what I can do better. And the first time I asked them, they were a little bit uncomfortable. The second time, I literally remember Mark going like this, Mark Andrews, like this, like he was ready, Ben taking out his notes.

That's a true partnership and we do it every single time. And when you have the privacy, you said some of the biggest investors. In my opinion, A16Z is the number one investor on the planet. And if you're an entrepreneur today and you can, that's where you want your money from. If you're an entrepreneur today and you take it from Benchmark, the company that took me out, that took Travis Superstar out, Jack Dorsey out, Travis from Uber, Jack Dorsey from Square, Twitter, Blog, and many more. So when you choose your investors, look at their history.

Are they the kind that support entrepreneurs like you? Are they going to take you to the next level or do they have a history that actually clashes with the entrepreneur? If they have a history that clashes with the entrepreneur, park them. So there's two key things I pulled out from there. The first was around this idea of like knowing when to go fast and slow and you use technology as an example. The second thing, which opened up the story about A16Z is the right people and partners.

If I had to choose one, right investors, right employees, right partners, most important thing. What did you learn about employees? What is a great team member? If I have a problem with an employee, there's only one person to blame, and that's me. And what are the mistakes that you made in choosing employees? I think it's how I was leading that I've been learning more about, where I used to lead from top to bottom. I know I'm learning how to lead bottom to up. What's the difference?

Top to bottom means you think because someone reports into you, they have to do what you say, but it's not true. This is not a dictatorship. They have free will. They can go work. If you hired someone, they're really talented. They'll go work elsewhere, especially great leader. The more talented they are, the more the top to bottom does not work. They won't be willing to do it. They shouldn't. Great talent is not willing to be managed like this. Great talent wants to be inspired. Great talent wants me to see the full version of themselves even more than they see it, and they want the room to make mistakes, but also to grow.

But they also need feedback. If you have someone amazing, and they're fucking up, are you going to tell them? Or because you're not comfortable with conflict, you're going to wait for 90 days, and every time they're going to make that mistake, you're going to get so upset that by the time you communicate to them, it's too late. The moment they made a mistake, if you respect them, give them the feedback because that's the best thing for them. By the way, when you give them the feedback, give them room to give you feedback.

If you're going to manage these employees, and you want to attract the best talent in the world, remember that power comes from influence, not control. If you think they need to do what you said because you're their boss, you've already lost, and it's a matter of time until it doesn't work out. If they're okay with it, just because you're the boss, you have to tell them what they do and they accept that power. They're not the right employee for you, and you're not the right boss for them.

There's no chance you're getting the best out of them. One of the parts in your journey that I have reflected on a lot, because it's a fascinating story is the day that you meet Masa at SoftBank, and I'm keen to understand the context of where the business was before you met Masa at SoftBank. That particular story has always inspired me for a multitude of different reasons. Where was the business at? Was it 2017? I want to tell you about the day I met Masa, and I'm going to connect it to, I think, the biggest mistake I ever made in WeWork.

I'll bring it together. Masa is one of the best investors in the world. He's also one of the biggest investors in the world. In my story, Masa is the hero, even though a lot of people who didn't know the story correctly might have misunderstood. In my story, Masa took a bet on me, and he did amazing, and he deserved to have become very successful from it. He leads SoftBank. Masa is the leader of SoftBank. If you want a little history of Masa, Masa is the leader of SoftBank.

He becomes very well known to the world where he buys a tech conference, actually, in Vegas. He buys this tech conference for, I think, about $880 million. At the same time, he has his own tech businesses, and he owns a phone company, and he starts growing and growing. He's famous to have gone to Steve Jobs and said, ìI'm going to take the iPhone.î When the iPhone just came out, he knew it was going to be a hit, and he said, ìI'm going to give it to every subscriber in Japan.î He invents the leasing model for it and gives an iPhone, and then everybody signs to his service because everybody wanted the iPhone.

It's a lot of things, and then he gives Jack Ma $20 million that over time, I think, becomes $200 million for Alibaba, which at its peak is worth about $80 billion. So at the time when I met Masa, this is 2016. Let's start with the night before. The night before I met Masa in New York City, I had a board meeting the day before. This is the old board, and we're all sitting together. I just raised maybe six months before a $16 billion valuation. How big is WeWork?

It's about to do that year about $950 million in revenue. The reason I know is because WeWork doubled in revenue every single year. So WeWork, the business model, was working very well, and the four walls were working very well. What's the distinction between the four walls and everything else? You have a retail business. Your stores could be doing really well, but your state is not making money. And your what's not making money? State. So let's say you're in New York City. Let's talk high growth for a second.

When you're growing as fast as we're growing, you're always putting new buildings on the map. A new building has a ramp-up. Usually, a ramp-up of a retail store or a food or a restaurant could take two years, three years. We like to talk about ROI, return on investment, and how long does it take. A great time to return your investment would be 24 months, 36 months, and then you can grow. WeWork, so to speak, was returning its money somewhere between six months to nine months, and then afterwards, it was going up to 12 months and 18 months.

So if you're going to grow, we grew in New York City to 130 buildings. So you can have 30 buildings. If the following year, you're adding 30 more buildings, those new 30 have to, per definition, lose money for at least the first six months, if not nine months. So you could be very profitable in these buildings, but not profitable in these because they need time, which means New York City, the city, doesn't look as a city profitable. Or the country, if you're looking at your P&L, doesn't look as a country profitable, which is why in a high-growth business, you've got to get very specific and in the details, and you've got to really understand what's working and what's not.

Even in a building, you can have one floor that's profitable because you opened it first, and the new floor that you opened after is not profitable yet. yet. WeWork's technology was never able to count this way. Flow's technology, if I threw it on WeWork today, I could tell you which square foot is profitable, which building is profitable, which floor is profitable. I could tell you which corner is profitable. It knows everything because it's a connected system. It's not disconnected. Back to what we're saying. I'm sitting with the board, and we decide that we want to turn the business.

We're going to go out and raise money, turn the business profitable, and take it public. How are you going to turn it profitable? All you have to do in a high-growth business that's working to turn it profitable is stop growing. You just stop adding new buildings, and you give time to all the buildings to catch up. Remember, I explained that in WeWork, your problem was not demand. It was supply. So the moment you don't add more supply, the demand is greater than the supply. Everything fills up.

The moment everything fills up, and you didn't add anything new, you go cash flow positive. As simple as that. So we sit in that board, and we decide that I'm going to go and raise, and the number was three to four hundred million, stop the growth, meaning stop signing leases, maybe even move to management deals, something we'll talk about on the floor in a second, and then take it public. This is 2016. That was the day before. At some point, Massa's right-hand guy, Ron Fisher, sends an email to one of our guys and says, Hey, Massa wants to come see Adam.

This is at the same time that Massa is raising the Vision Fund. For those who don't know, the Vision Fund was his hundred-billion-dollar venture fund, the largest venture fund ever raised. Massa wants to see Adam. We say, Great, and we schedule 90 minutes in the morning, the next morning. We get ready in the morning. Massa is coming. Everyone's excited. I'm like, This is amazing. Maybe that investment we just talked about yesterday will come today. His team says, Just to let you know, there will be no discussions of investing.

I say, Okay, no problem. As it gets closer to the morning, we keep getting text messages. He's not going to have 90 minutes. He's going to have 75 minutes. He's going to have 60 minutes. He's going to have half an hour. I'm like, Okay, whatever it is, sounds great. At the same time, President Trump wins for the first time. This is the end of December, and Massa had a meeting with him. They wanted to talk about the future of America. He said, I'm so sorry. I have a meeting with President Trump, and I only have 12 minutes.

Again, we all find ourselves in situations like this, when, Oh, my God, I had all this planned. I was going to do this tour, and I was going to show these numbers. I'm going to do all these things, and suddenly, it all changes. I take a deep breath. Let's make it the best 12 minutes we can. But I can't help myself. Tell me something, Massa. If you're meeting a future President Trump, do you have Jared Kushner introducing you to him first? He goes, Adam, it's so funny you're saying that.

Everybody told me that it's better if Jared introduces me. I don't know him. We've been trying to get in touch. No. I said, Give me a second. I'm very lucky to count Jared as one of my close friends. Jared is married to Ivanka Trump, and he's the advisor, I think, to the President, but right now he's helping do peace, both in the Middle East and in Europe. So I text Jared, and I was like, Massa is here. We spend five minutes on that. Jared says, No problem.

Send him. I will introduce him to the future President. Now we have seven minutes left. I say, Massa, we only have seven minutes. We're only going to stay downstairs, but this is we work. He looks at me, goes like this, smells there. He goes, You know what this smells like? I'm like, Oh, no. What is he going to say? They were serving waffles. Is he going to say it smells like waffles? What is he going to say? He goes, Smells like dreams. This is a fact.

We work. It's not an office space. It's a factory of dreams. I'm like, He's speaking your language. Oh, no, not my language. One step above my language. He took the dreamer and went one step above the dreamer. He Adamed Adam. He killed it. I'm like, Oh, yeah, I have this smell of dreams. There's no one's ever defined the business better than that. He goes, Look, Adam, we don't have time. I'm driving up there to 50th Street, wherever it was. Do you want to come with me to the car?

We'll talk in the car. Did he not go around the building and couldn't have time seven minutes? We were only downstairs in the lobby. The entrance. But but if you had the opportunity in twenty seventeen, twenty sixteen to walk into our HQ, the energy was electric. You could not walk in there and not feel. I never felt the factory of dreams, but I felt community and people coming together. It felt like people are doing their life's work. It didn't feel like a work environment. It felt like people are really connected.

And when you make a connected environment, then it really takes things to the next level and everybody wants to be there. So that's what it was. It's not what it is today, but that's what it was. So he says, Come with me to the car. I said, No problem. I get into the car and I remember the back of my hand. They said no investing. His team said, Don't talk about raising money. He goes, So I start talking about where we work is like Adam. What's the number?

So what do you mean? Because what's your valuation and how much money you're raising? Because I'm here to do business. Said your team said, Yeah, I am. I am the boss. I've done this many times myself. I'm the boss. Let's talk about it. I said, Well, listen, we have our last valuation was 16 billion. We have we have we just launched China. That's a two billion dollar company. We have Latin America and we're in Europe. We have a global company and then we have a China entity goes great.

How much are you raising? I said three to four hundred million, three to four hundred million. That's that's that's not going to work. Don't you want to build a global business? I was like, Of course, I would love to build a global business because don't you have a business in China? I said, Of course. So what about Japan? I don't have a business in Japan yet. He said, I think it's going to work very well in Japan. I said, I'm sure it's going to work well in Japan.

It's working everywhere. But I don't have the team because what about Southeast Asia? I said, sounds amazing, but I've never been there. He goes, Well, I think it's going to work there. I said again, I'm sure it's going to work there. But and before you know it, this is. I think we should do about three billion. And I was a big number. Remember, three, we were we were I was the night before the board, three hundred to four hundred million stake less than number one. And again, I don't blame myself for any of this.

Every decision I made was my decision. He's an investor. He saw a great business and he wanted to go big. I respect that. I've done it myself. Not those numbers, but I've done it myself. If you decide you have a mission or a vision and you're going to go raise out three hundred million and the next day someone offers you three billion before you say, yes, take a deep breath and ask yourself again that question of why and what is my intention? What is that going to do to the business?

And am I ready to take that much? So it says three billion. We then keep talking about all the different needs and the different stuff. It ends up after this is now we met for 12 minutes and the ride is 16 minutes. So, yeah, total 28 to 36 minutes, the whole thing. And. We agree on the he says four billion, four point two, to be exact, four point two billion dollars that he wants to invest in. We were topical. We were China. We were Japan and we were Southeast Asia.

Remember, we were a cash machine. You put cash into us and we that just to go back to the second. But we were doing nine hundred and eighty million that year. We hit our numbers. We forecast that we're going to do one point eight billion next year. We did our one point eight billion. It was working so well. The model, all you needed was cash to build it. You needed to build these spaces and you needed to do if you're going to grow that big. He had big aspirations and I had big aspirations.

Did you tell him that? Did you tell him that it was a cash machine? No, you didn't need to. Did you tell him that if you put cash in, you get cash out? I didn't need to must understand business better than most people in the world. But again, it was obvious because if you looked at the history of WeWork, every single time you put money into it, it grew. The mistake was we were signing leases. We were taking long term commitments against short term commitments. We should have done something else and we'll talk about it in a second.

What we should have done and it's what we're doing in flow. But this question was there's people that could love people didn't understand the money raised. The money raised was to build tremendous businesses all over the planet. And those businesses, the moment you stopped growing them turned profitable. Today, WeWork is profitable. Those businesses, all you had to do was stop growing. We were at a high growth stage. That's what high growth entrepreneurs do. That's what the market wanted at the time and that's what everybody knew we were doing.

It was not a secret what we were doing and it was growing exponentially. So we ended up agreeing on $4.2 billion. He takes an iPad. He writes it all down. This is all in that same car ride. He writes it all down. He signs his name and he hands me the pen to sign mine. I look at it. I sign. He walks out of the car says thank you very much and goes to his meeting. This is now about 4054th street. Our HQ is on 18th street.

I'm just standing there. I can't believe what just happened. It was not what I planned. I start walking. I was like, I'm going to walk downtown. I'm going to take a second. I'm going to walk. Every step I take, because until this point, this is 2016, we were five years of mission driven. You asked me about the fundamentals. We had all the right fundamentals in WeWork because we had the right culture. When you have the right culture, you can deal with any challenge. We were mission driven.

We could break through any wall. We were teamwork. We worked together. We were friends. We were one team. I'm starting to walk down from 54th street to 18th street. Every step I take, suddenly, the ego starts coming up. Oh, 20 billion valuation. Billion valuation in Japan on top of that. Billion and a half valuation in Southeast Asia on top of that. Five billion dollar valuation in China on top of that. A billion of that 4.2 was going to everybody, including to myself. I owned proportionately about 25% of the company at the time.

Big numbers. I've never seen numbers. Miguel was getting a lot. All our employees, the investors, many times more than they ever invested from that billion. Every step that I'm taking, the ego comes up. Oh, I feel so strong. I feel so big. You start doing your own math. 20 billion, 25%. That's five billion. Then there's all the other ones. What's my net worth? Before you know it, the guy that sat in the car was a mission driven entrepreneur who really believed in creating a world where people make a life and not just a living.

Every step that I take, it goes higher and higher. By the time I walk into HQ, 18th street, I forgot what we were all about. Here's why ego is on the one hand very good and on the other very dangerous. Ego and desire are the same word. Big ego just means big desire. Having huge desire is important to build huge things, but you have to manage it and control it. When I walked in, I got confused. It suddenly became about the money. All the stuff that Rebecca told me, all the stuff when we met, all the years of spiritual practice, everything, to the garbage.

What happens when the ego gets the best of you? You become blinded. What does that mean? You make mistakes and bad decisions. In a high growth business, you need to make 100 decisions a day. As we said before, at least 98 of them need to be correct. Suddenly, you're blinded, and suddenly only 95 of them are correct or 90. Those mistakes, because you're growing so fast, the mistakes grow very fast also. The other thing, we were a company led from the top. All great companies are led from the top.

When I lost it, everybody lost it. It just spread. The moment, that's the beginning of the end. It took three years after that for everything to unfold, but it was that moment that was the moment that went. Is there anything that could have been said or done to have made you when Massa offered you that $4 billion in that cab? Are you ready for this? Sure. I used to be closer. We don't speak as much anymore today. I used to be much closer to Mark Benioff, the founder of Salesforce.

He heard about Massa's offer. He called me and said, Adam, I only know you for a little bit. I know you're not going to listen to my advice, but I want you to fly to Japan and say no to Massa. I want you to take your company public. What was your last valuation? I said $16 billion. He goes, great. I want you to take your company public for $5 billion. I want you to sell 20% of it, $1 billion. I want you to learn how to be a public CEO.

I promise you two things. One, because your last valuation was $16 at $5, everybody's going to think this is a great deal. People are going to rush to invest, including myself. Everyone's going to rush to invest. You'll learn because it's very different to be a public CEO and a private CEO. You're going to learn about profit, but you're going to learn all these things because I think you're a very fast student. I guarantee you, before you know it, your valuation will be much larger. He said, but I know you're not going to listen to me.

And I didn't. Was there a world that I could have said no? Not the kind of person that I was then and not with the tools I have. But why didn't you listen to him? We didn't know each other for long enough. I think it takes a lot of trust to listen to when someone gives you a counter-advice. There was another person who also said no, but we'll put that aside for a second. But here's what I think is more important about it. Let's say I said no, and let's say WeWork would still be around.

WeWork would be a $100 billion company today. Corona would have happened. We would have renegotiated all of our leases. Instead of leases, it would become management deals, and we would have led the return to office. We would have led that concept because, obviously, people work. I know we spoke about it much better face-to-face than remote work, and we would have been the leaders of the movement of return to office. WeWork was a great company, and even if it would have launched WeLive, it's our version of flow.

But I, Adam, wouldn't have learned all those lessons. I am so much happier today. Even as we're speaking, I'm noticing, like, everything you're talking about makes me feel full. Even the challenging parts, I am so happy that they happened because they made me exactly who I'm meant to be. Falling is not bad. That's the thing that you and I are actually talking about. Falling is probably the most important part of life and most of us learn a lot more from falling than we do from succeeding.

The thing that's bad is not when you fall, it's how you get up. If you just fell and you're, oh no, everybody saw me fall, I'm not going to hide under the covers for four years until everybody forgets, whatever it is that happened. That's what's horrible. That leads to the tragedy. That leads to the trauma. If you fell, you look around, you're like, wow, everybody saw. You clean up, you get up and you say, let's do it again. If you have that in you, nothing will stop you and it might take 10 times and 20 times and 50 times.

But if you fall enough times, then you might avoid falling. There should be a button just down below here. And if it says subscribe, you're already subscribed. If it says subscribe bar, that means you're not yet. And if you're not subscribed, please could you do us a favor and hit that button? It helps the show more than, you know, and according to the algorithm, you're someone that watches our show, but you haven't yet hit that button. Thank you so much. I'm thinking also about a founder that's 21 years old, they've got a startup or an idea that they want to start.

Like when I was 21 years old, my mom tells me, well, 18, if you do this, I won't speak to you again. It's, you know, she was warning me against business because she had struggled in business herself. So that's a proxy of love, I guess. And then you've got other people here telling you that it's going to be amazing and you're going to make millions. When you're in that situation, you've got noise. How do you find the signal? Two ways. One, they have to go back to the mission.

So if one had the mission and then someone offers them something and it's off mission and you're like, oh, I'm going to do it anyway because it's good money, but it's off mission. That already is a warning sign. But I think the other one, which is something that I have more today than I used to back then, one needs a practice. Part of the way to drown the noise is with the practice. I've been enjoying meditating lately in the past year, and I've been getting better and better at it.

And meditating is something that takes time. Meditating helps drown the noise. And then the thoughts that I do get while I meditate tend to be very healthy thoughts that are headed in a good direction. There's many things. I do the hyperbaric chamber. Steve Jobs talked about meditation and his sort of spiritual practices, and it's something that I actually, in the last year, I started really looking into when I say looking into, I mean, I started looking into what he did and why he did it, because he's someone that I look at and go, it was like he was able to see around the corner.

And for a guy running a big company, how was he able to make these really unpopular calls today that proved out to be true tomorrow? And one of the conclusions I arrived at is that he spent just as much time in the trenches as he did in the clouds. He stood away from the picture enough so he could see the full picture. And that's something that I thought, oh gosh, that kind of correlates to what you were saying earlier about your redefinition of hard work, not just being in the office and being there 24-7, but actually when you're on the surfboard, you're doing hard work because you're giving yourself time to see the full picture.

And when you're honest with yourself about your weaknesses, like I spoke about my speech, it can elevate things, but it can also break things. We've seen that happen before. So hard work is also personal growth is very hard work. And most people don't have the courage to even look in honestly, let alone change. What is the exact mechanism that you think would result in me being more successful at in business, let's say, if I did exactly what you said and focused on personal growth? I'm going to have to start by redefining the moment you said in business, I'm going to have to push back on it.

We are not going to measure your success just in business. We're going to measure your success in life, in relationship, in friendships, in effect on the world and in business. Do you know why I'm asking this question? Because there will be some people that are listening right now and they have heard founders come on and people say, you need to just take a moment, meditate, do these things, focus on personal growth. And for whatever reason, because of their trauma, because of how they raised the lens that they will receive that message through, or the thing that will be the carrot will be a promise that it will make them better at the thing they currently care about.

Now we might be tricking them a little bit because we're going to get them to do the work and they'll realize that other things matter. But just for those people that have that lens, we're going to have, we're going to say something and I hope people have said it here before, but I'm not sure they did. But tell me if people said it. All these founders that are listening, falling is not just okay. It's the best thing that ever happened to you. If these founders can all redefine success, think about if in school, instead of learning about all the successes, spoke about Steve Jobs and he's a real hero of mine, but would I have wanted his life?

How old was he when he passed away? How was the relationship with everybody around? How did he affect people? Now, I don't know. I wasn't a friend. I don't know him and I am not judging or measuring. I'm just telling you, we cannot measure a person just through their business achievements. We must look at people holistically. So I'm telling all these young founders, forget, take time to meditate. You asked how I do it and I said, how we quiet the noise and I answered meditation. But that is not my first advice to them.

My first advice to all of us, by the way, you talk a lot about 21 year olds with AI coming in, everybody's about to be a founder. Everybody can start a business. It's true for everyone. It's true for 12 year olds and it's true for 60 year olds. This is for everyone. Have the courage to actually look inside and say, where can I become a better version of myself? Don't work on three things, work on one thing and choose that thing and work on it. And by the way, if you do, when you fix it, how are you going to know that it's better?

Because you're going to see the next thing you need to work on. It is like an onion and every time you peel it, you will see another layer and another layer. That is the advice I'm actually giving them and I'm promising them that if they look deep enough, what they're going to find is their calling. And when they find their calling, when you match that calling with that energy of wanting to be a founder, that's when everything works. As we are able as human beings to do that, find our true journey, find our flow.

The world is open for us. So let's zoom back into the story. You're walking down towards 18th street. You've just raised all this money. You feel like a king. That's the way you feel. It was just on paper. It was just signed. It didn't actually happen yet. What was the, you said over the next year, you said that was the start of the end. Over the next three years, decisions changed. Specifically in terms of business. It became about money. It became about valuation. It forgot the mission.

That was a slippery slope. It's not my truth. And that means that you grew even faster. You opened up even more leases. We blew up. We went even faster. We were going, we went really fast. We went, we went very fast. One of the things that I read or something from when I was doing the research is that you had lots of sort of tangential ideas at that time, maybe because of the money, things like surfing and... Fake news. This was before WeWork ever started. I had all these ideas.

Anybody who tells the story that we had a lot of ideas in 2016 because we raised money doesn't know that this was done before WeWork ever started in a green desk office. And all the ideas we had were right here. This doesn't look like focus to me. I feel like if I showed my investors this now, they would shout at me. Could be. Today I would choose what is the real focus of all these things? The person. And if we can actually, and I would do today, I would do it one foot ahead of the other.

It's a little bit more like we're doing flow. But when you build a business, it's art, not science. If you're going to have some investor tells you, oh, you put this first and this second and this third, they're limiting you. You do need to have a very, very strong foundation. And that's as you said before, both as a human being and as a business person. So for anyone that can't see, you just circled the sort of stick person in the middle of all of these ideas.

And you said, really, I would have focused on this person. I would really have focused on the person and only added things that made. So we had a mission, create a world where people make a life and not just a living. Yeah. We should have just only added things that are in support of that mission. It reminds me of Amazon and Jeff Bezos, their famous saying of working backwards from the customer. And what's the customer's pain points? I've just, we just hired a wonderful person, our CTIO from Amazon.

She's called Ada. And she says to me that at Amazon, there's always a, you know, often an empty seat to the meetings. And that is the customer. So they leave an empty seat so that they can make the decisions through the lens of this person. So they're always in every meeting. So you don't get distracted of who you're doing it for. And that's kind of what you described. It's actually become, you know, since she's joined our business, it's always front of mind for all of us.

It's just like work backwards from the customer, because sometimes you might want to work forward from your own ego. Like I like that. Remember, I'm going to give you my best advice I've met. I've had the pleasure to meet Mr. Bezos and he's phenomenal and he's one of the best operators on the planet by far. I would say the best, my best advice for you, build the culture that is authentic and true to you. So I love that you're focusing on the customer, but I can tell as we're speaking, you're very honed in on your user.

Multiple times you've told me how your listener is going to interpret what we're saying. You are aligned with your listener. I have no doubt about it. Isn't that a form of working backwards from the customer? Because I'm saying about thinking of 21 year old Dave, Jenny, I'm thinking about, and every time you answer. Again, I'm sorry. I don't want to, no, we're being very, I'm repeating myself and I don't mean to be boring. And if this was, if we did this podcast three years ago, maybe I would go all over the place.

If you actually today went to the depth of your truth, what is your correction? What do you need to work on? Where are you going? And then you found that and then you brought that back into your team. I am telling you, I don't even know how far it would be. So are you saying I don't need to work backwards from the customer? What do you say? I'm saying your truth has to be yours first. I'm not pushing against this theory. Of course we need to work, again, my truth, a lot of times people keep telling me what the customer wants.

I, Rebecca and I build what we think is correct. You don't listen to the customer? No focus groups. No way. There's a famous saying, I think it's Henry Ford. If I asked the customer, they would have asked for faster horses. Never invented the car. No, you know what you want. I think it's about finding our own truth. I think when a person finds his own truth, they can express it. Of course, I'm not going to tell you we shouldn't listen to the customer and flow with a lot of things.

I could tell you 10 things that the customer has pointed out to us that of course are right and we do. But again, we have an opinion. If we listen to our customer and flow, we'll have prettier buildings so more influencers can take more pictures. So you're saying hear your customers, but don't always listen to them. Is that a distinction? I'm saying, do you know yourself? I'm saying everyone rushing building all these businesses when they don't even know who they are leads us to going into dinners and talking about nothing, going into parties and doing whatever it is that we're doing.

Instead of living life to the potential, life is so beautiful and amazing and full that if you're going to now be busy listening to your customer because you want to build a business because you want to make money, not only do I think it's not going to work for you, where's the fun in that? I think I'm asking this in part selfishly for myself. For you, I'm ready. So at a stage in my business where we're being offered lots of money from lots of people, our last valuation was about 450 million, something like that.

And so I reflect on your story a lot because although the numbers were wildly different, you were at a moment where you could raise whatever money you wanted. And with that comes opportunity and distraction dressed in the same dress potentially. And in this particular season of your story, I go, oh, Adam bought this, like apparently you bought like a surfing thing and a thing over here. Let's say something just because you said it because I love it. The surfing thing we bought for $7 million was 48% of a company called WaveGarden.

We bought it because we thought you could build amazing communities around surf. WaveGarden today does north of, as far as I know, north of 500 million in sales for 2027. I think this year maybe around 250. They're extremely successful. The founders are so happy. I saw them not too long ago because when I stepped down, we were famously sold it back to them for 5 million, even though it was worth so much more. They own 100% of their business. Their business is thriving and I stand behind, and I'll tell you again today, the best amenity for if we wanted to build a big global community, real estate, best amenity, number one, school.

Because if you have a great school, everybody wants to live around great school. Let me double click there then. Even though WaveGarden was a great idea, like great, started a great business that went on to be very, very successful, in our situation, there's lots of those. And I would end up- You're giving a different business. Yeah. Like in my world, there's lots of these like, oh, we could do that and that and that. And do you know what? Objectively, maybe they're all good ideas. But when we talked about this point of focus, I would then be splitting myself 10% even though they're great.

I have a great answer for you. Best recommendation to you would be the same one I gave you when we spoke about your fiance. I think you need a little bit of time for yourself for a second. I think you need to soul search and see exactly where you want to go. Ask yourself what I just said. Assume that in six years, you're huge. What for and why? And when you answer what for and why, then go back to the day and say, well, who's the right partner to get me there?

That's the only way to make that. Because if you make your decision based on anything else, you might suffer what happened to me, God forbid. And we don't need this for you. First, understand who you are. Then decide where you want to go because of it. Then go back to all of the investors and see who is the right investor. And again, I want to say it again, I think it's worth it. I think you should choose, all of us should choose our partners, our friends and our business partners based on how they will treat us in our worst day when we show the worst, not the best.

If I don't pause for a second and I don't do the work and I don't get clear on what my mission is and why I'm doing it before I make these decisions now. To grow. To grow, yeah. And that could be for anyone listening. That's at the start of the journey. It's going well. They're being pulled by opportunity, not by mission. What is the mistake around the corner there that I'll end up making that you referenced that you said you made that I can't currently see?

So I think the rule of thumb that we gave is, well, we've said a few things. If your business started with an. mission, then you're already doing better than most, because a lot of people don't have a real mission. So first step, you needed to have had a real mission. Now let's say you actually had a real mission and you found that truth and now you're there and now this growth is offered for you. If the growth of the business is going to grow faster than you're capable of handling, handling is ego, handling is money, handling is relationships, there's a lot of handling, we can translate it in many ways, then in definition, something is going to crack, there will be a short circuit.

So before you jump on that growth without understanding that growth, you have to make sure that you're ready for it and that it's actually correct for you. What is the most effective practice you've ever deployed to know yourself better? For me, Adam, it's just my truth. About 10 years ago, I started keeping Shabbat, which for those who don't know, it means that on Friday we disconnect from technology for 25 hours and I just spend my time with my family, my friends, and taking part of something greater than myself, that this connection actually makes a lot more connection than anybody understands.

So the best practice I can suggest is technology Shabbat. Forget religion, this has nothing to do with religion. If you take 24 hours off of your phone, completely off, put it aside, we say put it in a cookie jar. Here's what I forecast. When's the last time you were off your phone for 24 hours, by the way? Oh God. Oh God. Okay, we're going to have to lead by example. So we're going to ask people, this is connecting, by the way, to my idea. We're going to have to lead by example.

So here's what I suggest to the founders, to everyone. Choose a day, make it Saturday, make it Sunday, make it middle of the week. It's easier on the weekend. Make it the day that's true for you. And take your phone away for 24 hours and put it in a place that you genuinely are not going to touch it. Give it to a friend if you can't trust yourself. The first two hours, the amount of times your hand's going to go to your pocket, thinking your phone is there, will show you how addicted you are, because it's an actual addiction.

But then what you'll notice, especially if you scheduled it in advance, you plan the dinner with your friends, some activities that include going out to nature, little things. From my experience, when those 24 hours are over and you take back that phone, two things will happen. One, you're going to feel amazing at hour 22, 23, 24. Amazing. You're going to take out that phone and it's going to take you exactly 10 minutes to drop back down to the wrong frequency. That's one. Two, some of the best ideas you've had in some time are going to come to you, including who you should be surrounded with, what business you should focus on, what is your next move?

For me, the best practice is that 24 hours once a week. Now, again, remember, I have six kids, I'm married. That 24 hours where it's us together has been phenomenal. And I think in front of everyone, if you committed to do 24 hours one time and then report back to all of us, A, how hard it was, which will be a definition for the addiction. But B, was it positive? Because you talk a lot about giving your listeners tools. Well, I think we should test the tools on ourselves first.

And only if they work, we should really recommend them for everybody. But I have a feeling it would be amazing for you and even better for your fiance. I bet she wants it, by the way. I bet she's going to ask me a million times. Well, why haven't you said yes? If she asked you a million times. Gosh. Why haven't I said yes? What's the answer? Because I don't see the upside. It's because you're religious, not spiritual. Whenever someone can change something, I think they're religious.

I keep telling people I'm spiritual, not religious. I'll change. I can go. I'm not stuck in a box. Whenever you're stuck in a box and you're not ready to change something, of course you can't see the upside. Give you an example. Fasting. Have you ever fasted? Yes. Does your brain get very clear? Fasted from water and food or just water? Both. Yeah. Have you ever done a whole day? No water, no food? Yes. No food. I've done ketosis as well. Ketosis also is a little different.

Have you noticed when fasting after 12 hours, 18 hours, 24, depending how clear your head becomes, your body doesn't want it. Your body doesn't see an upside in it, but you've tested it and you know that you get clarity from it. You know that there's a benefit to it. Same thing here. Saying, I don't see the benefit of putting my phone away from 24 hours is the way an addict will speak about, I don't see the benefit of stopping to take the drug. Trying it and after doing it two, three times, being like that didn't work for me.

I respect that. But you, by the way, I think you know that it would work. Yeah. This is what I was going to say is like, conceptually, of course, I know it's going to work. I've like sat here with the neuroscientists that I've done the studies. I think there was probably a more honest answer that I've just sort of uncovered, which is it would be very uncomfortable. And even the thought of it is like really uncomfortable. But now you and I are going somewhere. How do we know what to do in life?

Whenever we feel that we're in a crossroad, the decision, one is comfortable, one is not. Keep going after the uncomfortable one. Path of most resistance, path of least resistance. Always go after the path of most resistance. Long journey, short journey, go after the long. But you know what happens? It takes less time. It ends up being easier and has a lot more value. There are rules to the game of life. No one taught us. So I, we go back to the, wait, are we getting a commitment?

I need a commitment. We fancy listening. Can we do one time? We can do one time. Okay, perfect. We can do one time. Can we make sure to do it this month in September? Well, that's a great question. Um, yes, it's uncomfortable. Yes, yes, we can. Just before I shake, because we're going to, we'll both keep our word. Can I, can I define, let's define, define it. Well, you just said something I teach my kids before you, if you're having a problem, keeping your word, do a better job defining it before you ever say it.

So go right ahead. It's not going on my phone or my computer or any electronic device for 25 hours. You can drive, you can turn on the lights, do everything else. I can talk about business. No, no. We're not asking you to pen and paper. I'm not asking you to keep Shabbat. I said technology Shabbat. We're just, we're just going off. I can brainstorm on a whiteboard. Encouraged. Encouraged. Now again, next level will be, we'll take business out of it so you can really connect, but let's do the first.

Okay. So wait, let's define it. No screens, which includes your computer, your iPad, your watch, whatever. Yeah. Yeah. Watch. Good. I like it. Does your car have like a big screen? Cause some of the cars are like big iPads. I won't be in my car cause I'll be in Europe in September. So we're done. Okay. Great deal. Deal. I'll let you know how it goes. Let all of us know. I will. Now we can go back. So let's go back to this cause I really wanted to nail this point of focus.

I'm obsessed. I'm pretty obsessed with this point of focus in part. I remember this Johnny Ives video I watched where Johnny I've sent it around for the last couple of years to all of my team. Johnny says, Steve had this remarkable ability to focus. And he said, focus, isn't saying no to things you don't want to remotely don't want to do any way. It's saying no to things that with every bone in your body you want to do and you wake up thinking about, but you say no to them because we're going to do this.

And famously in Steve jobs story, when he came back into Apple after being fired, he was sat in a room with all of his executives. They've all got a million initiatives they're working on. And famously, he goes up to a whiteboard and draws four things. Like I think it was a four quadrant thing. And he says, this is what we're going to do. Everything else is canceled. One of the things that I concluded from the period after you'd raised all this money was that there was a lack of focus because you ended up doing lots of things at the same time.

And that's something that I find myself almost like the foothills of being tempted to do. So that's why I wanted to ask you the question. Let's let's answer it. So first of all, we talked about superpowers and super weaknesses. I cannot tell you that my superpower is focus. It's, it's not, not, not my superpower. I actually have the opposite of it. My challenges and Ben Horowitz and Mark Andreessen helped me understand this. I'm very good at zero to one. So the problem with many people, many entrepreneurs have a lot of ideas.

The problem with me having a lot of ideas, they actually become a reality. So one entrepreneur has, Ben was telling this to me, I said, another entrepreneur is going to come with nine new ideas and the next board meeting, maybe he did one of them. You have nine ideas. We didn't say anything in the board meeting. We come next board meeting, there's nine new businesses. So focus is something that I need to work on. So now let's go a little deeper. And this is how I do my own personal growth.

I'm a creator. I'm not a protector. I'm really good at creating. I'm not that great at protecting. Rebecca's grandfather famously said, it takes one lion to make a fortune and 10 lions to watch it. His name was Andre Hertz. One lion to make a fortune, 10 lions to watch it. It's very smart saying. Because I'm now aware that I'm more a creator than a protector, there needs to be someone else around the table on the team whose job is to say, Adam sounds great, and maybe we should do it in three months or in six months or in nine months.

But right now really need to focus not on one thing. I'm not a one thing kind of guy, but let's say on three things where other people can only do one at a time. I'm probably very good at three to five, but once you go above that number, 10 to 15, which I could fall into that trap, not going to succeed. So for me, with my personality, I would have to surround myself with people I trust to say, no, did you have that at WeWork? A little, but not really.

Because again, remember back to that horrible moment where I walk back into the office and the ego got the best of me, what happens next? When you lose yourself, you start attracting the wrong people. So the people that were hired after that were just there for the money. The energy that was being projected was let's go public. Let's do this. Let's do that. The energy that's projected was wrong. You filed for an IPO and I think SoftBank invested a further 2 billion into WeWork. So you really are trying to get to the story.

The challenge with what you're trying to do is there's so much context to the story missing. I'll give you the little piece. It's a high level. No, I understand. I'm all good with that. I'll tell you what I want to get. I just want to end this. Tell me what we're going after and then I'm going to tell you something that I mentioned once, but no one has your viewership, so we'll mention it again. I want to close this now. Yeah, I'll close this for you.

So we, Masa gives the money. Yeah. We lose our mission a little bit, but he's very clear what he wants. He wants the fastest. He wants the largest company on the planet. A trillion dollar company. I can deliver. Big company. I can deliver. Back then, by the way, no one said numbers like that. Today, we've seen companies five years old that are getting to those numbers. Look how the world's moving. What was impossible and no one could talk about and made fun of 10 years ago, suddenly is everyday reality.

Not a big word anymore, but it's a huge number, obviously, and very few companies are going to be there and stay there, but more as time moves forward, more and more. Masa invests and the money ends up coming in only in 2017. It takes quite a long time between when the investment is offered in 2016, that piece of paper, to the money coming in in 2017, but we deliver on our $960 million in sales. In the following year, we deliver on our $1.8 billion or $1.92 billion, whatever the exact number we said.

We hit our number. Masa comes and says, wow, you really delivered on your numbers. Of course, Masa-san, we always deliver on our number. He said, well, Adam, I've invested with Vision Fund, a lot of companies. Everybody promised me to double the revenue. You're one of the only ones who did it. I said, well, that's what we did. They said, well, so our expenses grew. I said, I have no problem with the expenses. When the time is right, we'll stop the growth and profitability will catch up, as we explained, that happens in businesses that are actually successful.

He comes and basically comes up with this idea. He says, how about we buy, your investors are going to want an IPO, and they're going to want an exit. They're going to want focus. I have no problem with how wide we're going. How about we buy the company for $20 billion? This is the story that a lot of people don't understand. How about I buy the company? I'll give it a $20 billion valuation, which is very similar to the valuation that came in before. I said, $20 billion, isn't it a little low?

He said, no, no, $20 billion of actual cash. We'll give $10 billion to the investors, and we will put $10 billion on the balance sheet. In the bank account, basically. In the bank account. You, Adam, won't sell. Your employees can sell some so they make money. All the investors are out. You and your management team will go down to 30%. Me, SoftBank, Vision Fund, whoever is going to do it, will own 70%. When you hit goals that we agree, you and the management team will go from 30% to 51%.

We will go to 49%. I understand that we're growing too fast, and I understand that we'll have too much expenses, but I'm putting my money where my mouth is. I don't care, because I think this is going to be one of the biggest companies in the world. This is a very important part of the story. This happens in March of 2018. This is before the IPO. You can't bring this story back if you don't understand this part. March of 2018. He only invested. The money really came in in the middle of 2017.

We're like you two. This is only a year after he's with us. He's on the board. He has two boards. They know everything that's happening in the company. No secrets. I take the offer to our board. I say, look at this amazing thing. Remember, they invested pre-money valuation of $84 million. This is $20 billion. They invested at $84 million. By this point, they've already pulled out because of all the secondaries. They've already pulled out somewhere between $300 million to $500 million. I'll check the exact numbers so you have it.

Maybe even more. Maybe even $700 million. They've pulled out a lot. Whatever the number was, at least $350 million on an investment of $21 million. I take it to them. The offer must sound like a great offer, but I, Adam, am going to stay in the company, me and the management team, so we can't make a deal like this. In boards, when someone has a deal that they're staying behind, you need to create a special committee. A special committee is created by the board member from Benchmark and another board member which, out of respect to him, I'm not saying his name.

They create a special committee, and they decide to negotiate a $20 billion all-cash deal that would have made money for everyone. Remember, Masa came in at 20. He's the only one who's not making money from this deal. Everybody else came in at $50 million, $100 million, $400 million, $1 billion. Everyone's making money, and this word is a dangerous one, but it's greed because the company at that point is losing $2 billion a year, forecasted to lose over $3 billion the next year. He knows the forecast.

He wants to put $10 billion to give it a run rate of three years so we can build whatever we want between the two of us. He'll be the majority shareholder. They say no and negotiate a $20 billion deal from March to October for a company losing $2 billion. Now, I don't know how you value companies. We could talk about how we should value companies because there are very valuable companies who are losing money, of course, at high growth, but still, they have a company losing $2 billion.

son is offering them 20 in return for that pleasure, and they negotiate these two special committee special board members. I'm not part of it because I'm staying in the deal, so I have zero part of it. In a normal world, if I were to sit on your board and someone comes and gives this crazy offer to buy me and all the other friends out and I invested in you now in this 400 million, and you gave me a deal at 20 billion, and I'm making 2-3 billion on my 50 million.

First I come to you and say, Stephen, thank you. Thank you for being such a great entrepreneur and doing this for me. That's number one. But number two, I say, Stephen, I'm a little offended that you don't want me with you anymore. Is this really what you want? And if you would tell me, yes, Adam, this is what I want, and this is how A16C, this is why they're so amazing. They go with the founder. I'll tell you, Stephen, it's not what I wanted, but I'm grateful for all the money you've made for me.

You've worked extremely hard, and I wish you good luck. And maybe next time when you do your next business, come back to me again. They don't do that. They don't ask me what I want. They negotiate because they think they can push myself from 20 billion to 30. Their number was 32 billion. They don't know how they invented it. They were thinking 100 billion. Remember, they're the same ones sitting around the board that never gave the feedback on the technology. They have one thing in their eyes and one thing only, and that's dollar signs.

But the problem with greed and dollar signs, if you're greedy, you even lose what you have in your hand. So they're negotiating this 20 billion. I must have, from the first day, said, guys, this is my final offer. There is no 21 billion. Even 20 is crazy. It's as high as I'm going to go because I believe in Adam and I believe in me, and we're going to build together. They do that until October. Somewhere around the end of September, beginning of October, they realize it's not moving.

Stock market is starting to go down, and Japan and these growth businesses are starting to take a hit. They see that things are changing. Then they decide to engage and actually negotiate the deal. By the time they're done to documents, it's December 24th, 2018. Softbank stock is really down for reasons that had nothing to do with us. There is no world in which they could do a 20 billion dollar cash deal and Masa still stays in his place. And Masa calls me and said, Adam, I'm so sorry.

I cannot do the deal anymore. It was offered in March. Again, what these two board members should have done is gotten on a plane the next day, came to Masa's son and said, Masa, please sign. You know everything about the board. You're in the board. You don't need any diligence. Here's our bank account. Here's the signature. We're disappointed we're not staying with Adam. But if that's what he wants and that's what you want, good luck to both of you. Thank you for the very fair price.

We'll take our benchmark at the time, at least 2.4 billion they would have put. We'll take our cash and walk away. Now, Travis Kalanick said in an interview that being an entrepreneur is like playing eight-dimensional chess. Being a venture capitalist is like watching the game. Again, remember, you're choosing your investors. Choose the one who plays eight-dimensional chess, not the watchers. So they didn't do that. Masa calls me. It's December. He says, I can't do the deal, and I actually understand him because they did waste all that time.

Then I found myself in trouble because from when he offered the deal, remember, he was going to have 70%, we were going to have 30%, and the goal was a revenue goal that we needed to reach. We were already all working towards that goal. We signed the leases. We made the commitments. We were already rushing. We found ourselves in a way that if we weren't to give the 2 billion to try not to really ruin the business—he's already put a lot of money in the business already—we found ourselves being forced to go public.

So we actually went public when we weren't ready. That's what actually happened. So it's very important, this piece of the story, because without that context, then you don't understand. And again, it's back to all the founders you're talking about. You've got to choose your investors wisely because if you choose the wrong investors when the time comes for that big move, if they're not going to prioritize you, they're going to do what's best for them, and everybody's going to lose. Why weren't you ready? We were growing way too fast.

Our tech was not catching up with us, so we couldn't measure things correctly. There's this thing called SOX compliance when you go public. Our systems weren't able to do the thing I told you before to show that one building is profitable, but the neighborhood is not. One city is profitable, but the state is not. I wasn't able to divide. But now, in hindsight, connecting to what we talked about today, I, Adam, wasn't ready. And if the founder is not ready, the business is not ready. By the way, I tried to push not to go public.

The master called me and said, please don't go public. All the people around me, some of them that came after this point, and not all, but a lot of them, were all, go public, go public, go public. I was getting pushed by the wrong people back to surround yourself with the wrong people. We weren't ready. But the timeline is pretty crazy because obviously COVID is around the corner here. It's called COVID-19 for a reason, and that's at the end of 2018. In January, SoftBank does invest a further $2 billion into WeWork.

That $2 billion was because they passed on the deal before. It's not because we filed. So that was kind of a, I guess, compensation. Respect between Massa and myself. Another great deal that Massa sent it, that he didn't have to. In May 2019, you have almost 500 locations, 400,000 members, 12,000 employees around the world. And then in August 2019, WeWork publicly filed its S-1. Company valued at around $47 billion. The S-1 showed some losses. A lot of losses, not some losses. Showed the truth. The company was losing money.

Showed that WeWork had lost $690 million in the first six months of 2019, bringing the total losses to almost $3 billion in the past three years. WeWork was making losses of $219,000 every hour it operated. The S-1 revealed that you'd also trademarked the word we and sold it back to the company. That's not true. Would you deny it? No, no, it's not true. No, no, it's not denying. If you want, we could talk about there's a story, but that's not what happened. No, no, if it's not true, it's not true.

I don't really care about the story. It's not true. But again, all these little details, just so we understand, just for the founders who are watching, right? Right now, you're telling a story about something that happened to me. There's supposed to be a huge emotion that I'm supposed to have with this. Even if it's not correct, if it's what people said, some of it is correct, not correct, so much context is missing. Not the point. Life is not about what other people say or what the press say or even what you say.

It's about what kind of person I know I am. The reason I want to tell this to you and to the listeners is we can all be that person. September 2019, WeWork announced it was postponing its IPO as a result of investors questioning the company. And then, I mean, around this time, COVID shows up. But then you resigned as CEO of WeWork in 2019 after the IPO didn't pan out. So that's not why I resigned. So I stepped down. And what people don't know is I had full control over the board and the votes.

So I had to choose to step down. People sometimes think I was fired because the Wall Street Journal said so. Not true. Step down. I had full control. Control the board and control the… Why did you step down? So when people understand the context, and again, this is an old story, but I'm happy to go there. The only reason a person in control chooses to step down is because they think that it's the best choice. At the time, and again, this is part, by the way, of the playbook.

This is the same playbook, but now we're going to say his name again, Travis, the founder of Uber, famously Bill Gurley comes and puts a piece of paper in front of him. He's Bill Gurley. He's one of the benchmark partners. He famously puts a piece of paper in front of him, I think, and either you step down or we do this, this and this, some threat that makes him step down. I have a different version of it, but they're pushing me very, very hard to step down.

At the beginning, I'm like, I'm not stepping down. And then I have a meeting with one of the heads of the two biggest banks in the world, and he sits with me and he says to me, Adam, if you step down, then we will fund two billion dollars into WeWork, which will give it time to move profitable. Step down, by the way, from being CEO, become chairman, and I at the time had personal debt, which is a story for another time, but I had personal debt of $460 million to that bank and to other banks.

And I said, but what about my personal debt? My board member was next to me and the guy who runs my family office was next to me. We said, what about our personal debt? And he said, don't worry about it. We'll figure it out. There was also an advisor to my board, and he came in front of the whole board and he said, I spoke to the bank. They said, it's all good. Everything will work out. So I stepped down out of choice because I thought it was going to fund WeWork.

I thought it was going to take care of MASA. I thought it was going to take care of the employees. I thought it was going to take care of everybody. And it sounded like it wasn't the best of everybody. But I wasn't going away. I was just stepping down from being CEO and becoming executive chairman. I do the board call. I step down. And 10 minutes later, a legal letter comes from the bank and basically says, because of your breach of contract, because it's change of control, something very technical, something we talked about to them before and they said, no problem, but we didn't have it in writing.

Because of your breach of contract and because you had the change of control, you now have 15 days to pay us back our debt, that $460 million, or we will take your shares. Because of my super voting rights, my shares were five to one, which means that by taking away my shares, they would have taken control over the company. Now, what I'm describing to you, and you talked a lot about founders, but you didn't know a lot of the names. It's important to know the names and the history, because I'm not describing to you something that happened for the first time.

This famously happened to multiple entrepreneurs in history. This used to be the venture capital playbook. Today, there's a new crop of venture capitalists and they're very different, but old school venture capital, a lot of times, this is how it used to go. That was the surprise. That's how we found ourselves suddenly so low. I stepped down because I thought it was the best for everybody, and the second after I did it, we got stabbed in the back. And the only lesson there, if you're going to stab the king, kill.

If you're not going to kill, we're going to take a deep breath, we're going to learn our lessons, we're going to know what's really important in life, and we're going to come back again. That's what actually happened there. And the only reason the story is a little challenging for you is because we never corrected it publicly. We corrected some of it, but not all of it. And the reason we didn't correct it publicly, for what? The best way I can talk about the past is by what I do today, by how we're speaking right now, by how my kids are, by the businesses I build, by the nonprofit I do, by the friendships I have, by the relationships I hold.

And the reason a lot of entrepreneurs come to take money from us, and again, we don't invest anymore, but we have a huge inbound of people wanting us to invest in them, is because we don't talk about our successes all the time. We talk about the lessons. Measure us by how we're going to be next to you when time is very tough. So that's what actually happened there. And I found myself out of it very quickly. And from there, without making the story confused, Massa came, Massa saved the day.

He paid the debt to all the banks, $460 million. And in return, I gave him my control of the company, I gave him whatever he asked for, we were done, and the company was done, and he came to save it, and then the rest was running under them. You get an email from the bank within sort of, I think it was nine minutes, I read. Nine minutes. Nine minutes, asking for you to immediately repay, I think, what was it, about $450 million? $450 compounding daily, because you're in default.

Just for anyone that doesn't know what compounding daily means. So I have 435 million. If you read it, it's only for my Rick Rubin interview, because the first time I said it was only a few months ago. I never spoke about this. Okay. Compounding daily means every day- So if you have debt of 10% annual, or let's do 12, so it's easy, which would calculate to 1% a month, just to keep things really easy. Compounding daily is when your debt suddenly goes, back then I think it's 5% became 50%, 15, and you calculate it on daily increments.

So each time it compounds again, and again, and again. It ends up that when you do the calculation for the year, it's more than the debt number. Your debt is growing by more than a million a day. No, it's not. We would have to do the math. It's not a million a day, but let's say it's 15%, let's just use clean numbers. Let's say it's 15% over 400 million, which would have been 60 million. It's actually more than 60 million, and if you divide it to it, it's huge numbers that we don't have money to pay.

Okay. So you have no money. No money. And the bank have asked you for 450, let's say 450 million. And gave us 15 days to pay. Given you 15 days to pay. Or they take everything. You say, this is what broke me. When did I say that? I think you said on the podcast. Yeah, you said on the podcast. You said, this is what broke me. I don't know if I meant, I wonder if it meant I was broke, because I don't think that's what broke me.

You described waking up in the middle of the night crying because you thought you had lost everything. Yes, that's more accurate. So at the moment when that happens, we were okay. Few days later, I wake up in the middle of the night next to Rebecca, crying. Now we talked about my childhood. We talked to United about childhood, we didn't get the tears out. I don't cry. Not for that. The first time Rebecca ever sees me cry, she looks at me and she's like, why are you crying?

And I said, we lost everything. I think that's what I said there. I said, we lost everything. She goes, what do you mean, everything? I was like, everything. She goes, the cars? I said, the wheels on the car. Everything. She goes, yeah, but remember we said you're going to put 100 million on my name just in case? I said, yeah, I remember. She goes, and at least we have that. I said, I never did it. She said, you never did that? I said, never did it.

She said, okay, but it's no problem. You didn't sign a personal guarantee. I said, I never did it. How many partners do you know who a second ago thought they were worth whatever that number was and lived a high life and find out in one minute, no preparation that not only is it all gone, it's all gone. And on top of the fact that it's all gone, the promises that was made to them in the relationship were not kept. So it's gone and money was not.

decide and a personal guarantee was signed because if I'm signing a personal guarantee I'm signing for both of us for merit and a personal guarantee was signed that was agreed to not to sign. This is why you have to choose your partner really well. Choose your partner for the day something like that happens not for any other day. I'm lucky that I chose well or she chose me or the universe chose us she looks at me and she goes hmm okay this is a surprise my mom owns a house in upstate New York she bought it 30 years ago she has no mortgage let's go live with my mom take a few months think about it if you want to go back into business I know you'll be successful and if you don't we'll move to Costa Rica I will homeschool and we will surf every morning and serve every night and we'll have a great life both cases don't worry about it and at that moment this is when I think I grow up for the first time and you asked about this and I was we're talking you're helping me understand something you talked about the child and the pain as a child when we're facing these very difficult things we have no one to count on only our parents for a moment I think I was a child again crying but I wasn't a child anymore because I had an amazing wife and kids that I could lean back on I have my back even if I messed up even if I didn't keep my word even if I didn't do things the way they're supposed to even if I took all the potential in the world and messed it up or lost it even though it was ours for the taking and the moment I realized that I felt a little stronger I felt better I stopped crying I was like okay but Rebecca sees that I'm still not smiling she goes by the way when I met you you were broke I think you're much more sexy when you're broke then I smiled now I was happy then I walked downstairs and now you're completing the story from before that morning after when I go to my three employees two things happened before that morning one was the story with the spiritual teacher who taught me that the darkest moment of the night is a second before dawn and that belief is measured when we're down not when we're up and two I knew that I could rely on Rebecca which means I had a foundation and I had a real partner and I can make it through anything so to when those when my three employees said why are you smiling they didn't add everything I told them the darkest moment of the night is a second before dawn and I believe but I also told them and my wife thinks I'm sexy for a kid that didn't have much stability that was a moment where you realized your foundation was probably rock solid I think I go back to where you started biggest decision any of us can make in our life is who is our partner and how do we know who they are we now said two things one do they make us the best version of ourselves two how will they be in that very tough day if everything was gone and all that is left is not only our nice side you talked before about the dark side and the light side how are they going to treat us if for a moment it's just the dark side if the light is not turned off but diminished I can see all the emotion in your face when you recount that moment and how much that that means to you um probably more so than anything else you've said sometimes Rebecca is quick to anger and with me and I can be upset for a second but when I have a second to take a deep breath and remember how what a great wife I have and what a great partner I have there's nothing she can do that can actually keep me upset for more than a little bit because our relationship has been test in fire there's another remarkable story I remember you saying about um her giving you some advice to stand your ground in the post sort of WeWork era where you know there was negotiation still going on about I think your your compensation that you're going to get and she gave you some really really good advice about standing your ground she did what was that for those that haven't heard that story it inspired me because you know I do tend to think my fiance is always right so when I heard that I thought huh so first of all it's very hard to stand our ground when we think we have a lot to lose it's back to that fear Rebecca has many superpowers one of them she has no fear to a fault she's all truth she sees people for who they are and therefore she's honest and she's not afraid of her truth if someone's not going to be our friend if someone's not going to talk to us because of it she doesn't care she calls it as it is and at the end of this whole negotiation when it came time to finish everything my litigator at the time today is my partner his name is Eric Seiler he called me and we talked and we said and said I think we can get to a deal and we talked about the deal and we got to the deal with her between her and her between so fast to finish for the story for everyone I stepped down the world I get the letter from the bank we have nothing Masa-san comes in saves the day funds the company funds us fund pays our debt but we don't get get we get money but we don't get the big number and agrees in April 1st 2020 to pay myself and all the other investors three billion dollars cash out of which we would have been 30 so a billion dollars for us corona happens really in March and on the last day of March 2020 we had a letter from Softbank saying that this is force majeure for those of you don't know what force majeure means is when an event happens that's greater than life that's out of control like a flood or something force majeure force of nature something unexpected and they don't have to pay the money and they don't send the three billion I remember by this point I've taken so many hits ah one at this point I'm already practice I look up to the heavens and I say thank you God what do we need to learn from this one this one I'm already ready to learn and the lesson there was apparently litigation here's what you need to learn for this one and we go into a very complicated litigation when the litigation ends with a settlement of a billion and a half so instead of the three billion ends up being half so everybody gets half but it's done we negotiate a certain negotiation and was going to take a certain time for the money to come in and Rebecca was just about to give birth this was four days before she was giving birth and I walk in with my best friend Andrew Finkelstein who was there with me for this whole experience and we walk into because this is corona so everything's on zoom so Eric Seiler the litigator is in his house in New York we're in the Hamptons there in Japan everybody's all over the place and we walk in to tell Rebecca the settlement that we agreed and we settled but the money will come in two months and this will happen and that will happen and she says no and we're supposed if we don't close the deal Monday we're going to court and court was not a not going to be great for anyone and b it wasn't great for WeWork because if if if we weren't going to go to court another investor was going to come they're going to take the WeWork at least to the chance and and she goes no we've already had they were supposed to pay April 1st for 2020 they didn't pay the 3 billion why are you now settling the 3 billion with another agreement to delay payment again what if they don't pay and now you missed your court date either they pay and then they settled we'll all say thank you and everybody will walk away and it's not just paying to us that bill and a half is to all the employees and all the investors half a billion to us and a billion to everyone else either and I know for all of us listening that these are outrageously large numbers I completely acknowledge and understand either they pay or they don't and I say to her what do you want to do we agreed on it and she goes tell them you agreed on it but your wife did that and she goes you didn't do the money aside that we talked you signed the personal guarantee it's not just your money this is our money and I don't accept the settlement go back and tell them that either they pay it tomorrow's this was like a Thursday this was Wednesday before we had a schedule c section so Friday 8 a.m either they pay it before Friday 8 a.m or we'll see everybody in court on Monday and she said also tell them that any horrible thing that's ever been said about you has been on the press and public it's all out there so Eric Seiler calls me and he says I tell so actually Rebecca called him and he said Adam I have a question for you who do I work for you or Rebecca said well you work for me and I work for Rebecca so you work for Rebecca because that's what I thought because she called me and told me I'm a lousy lawyer said you're not a lousy lawyer she just doesn't like our settlement but we did get to a resolution I go what do you think we should do he said you have no choice you should tell them there's no deal I said what are they gonna do he said they're gonna explode said and then said I don't know either they'll meet you in court and this was a horrible decision or they'll break and send the money said what do you think's gonna happen said I've never been in this position said I don't know said okay got on the phone we told them what we told them they hung they screamed bye bye we're gonna sue you for this and sue you for that they hung up the zoom I called Eric what now he goes now we wait okay tourists later Marcello calls and and Marcello is not the person who made the original investment in me he was at the time he was very big personality in softbank today he has his own business every time that I've had an interaction with me he's always kept his word and always did the right thing even when I didn't agree with him he told it to me straight so I respect him and a lot and Marcello calls me he's on the walker he's like a tall guy like he's on this walker he goes call Rebecca I was like are you sure Marcello she's like on the couch call Rebecca I was like okay I call Rebecca she's coming in again right before birth and she's standing there next to Marcello goes Rebecca I wanted to tell you that you and Adam were ahead of your time he's so correct he said the world is lonely the world is disconnected people need we people need to bring people together people need community you're you're 10 years ahead of your time I don't think we were 10 years I think we were five years out of time because the world's moving so fast because I just want to tell you the money will be in the bank before you give birth I'm sorry we had to go through all of this this is just business nothing here was personal we'll take the keys hopefully we do well by the company but we're good gets off the zone I look at her I say now what she goes fine sign the documents I said but you said we can't do it if the money's not in what if she doesn't know we're all good now we signed at 4 30 a.m the money hits the account we all get on a zoom at 8 a.m I'm in Mount Sinai Hospital great hospital Rebecca is giving birth to Moses everybody took a deep breath and we're here today Adam I have um gonna wrap up but I have these five pieces of empty card and I wanted to give you the opportunity to write on it are you okay with writing or shall I write it for you you'll write for me with my dyslexia okay um just the the five most important lessons that you have learned over since the beginning of WeWork well I guess from the beginning of your how about we just do the five lessons I feel we learned today by talking sure lesson one choose your life partner friends and business partners for the worst day in your life not for the best okay great advice listen to life is not about when we fall down it's about how we get up okay number two choose the life partner that will make you the best version of yourself the one that you need not the one that you think you want okay control doesn't come from power it comes from influence and influence needs to be earned every single day from the beginning and last but not least we all have a destiny and a journey get to know yourself so you can start living yours that one's for you yeah Adam thank you so much I am I couldn't be more excited by all the wonderful things you're doing at flow at the moment um got some wonderful photos here of like the team and I've looked into the business I also had your partner um your partner one of the greatest investors of all time Ben Horowitz will write me this beautiful letter where he talks about the amazing journey he's had with you um why he backed you and how amazingly collaborative you've been what a sponge you are for learning and how he strongly believes that you are now building a generational business that will change the world and how proud he is to be associated with a man like you he tells us all Ben Horowitz we should never judge a founder by his worst moment but with Adam that was easy because his light shined and shines so brightly you have over delivered in every sense of the word including on your promises thank you Adam it's beautiful I want Stephen to thank you I know we had a real discussion because I learned a few things for the first time and you made me talk out loud about a few things that I've almost never had I appreciate it and I'm going to think about it and I'm going to learn from it what's your last word is there anything at all that you wanted to to leave the audience with we all came to this planet with a purpose and a destiny we started this life as this perfect light noise came challenges came people came ego came everything came this is up to all of us to have the courage to look inside see whatever are the things that are stopping us from really becoming the best version of myself of ourselves surround ourselves with the right people with the right family both real family spiritual family whatever you consider your best and closest and go and chase your dream your journey your truth and I know as a fact that if you go through the process if you remember that life is not It's not about how we fall and how many people saw us fall.

It's genuinely about how we get up. And if you have the courage to really be the full version of yourself, and you're truthful about not just your strength, but also the weaknesses, and if you remember that it truly is a journey, that when you get to that last few minutes of your life, you're going to look around, you're going to be surrounded by loved ones and by a lot, a lot of love that you've created and cultivated for your entire life, and that you're going to live this world and this planet much better than it was before you came.

I wish you and all of us good luck at this journey of life. Amen. Amen. Thank you. We're done. Thank you. Running a small business can feel a lot like being alone at sea, and too often you're not steering the ship yourself, you're getting dragged underneath all of the admin, things like offer letters, onboarding, wages, payroll, filing taxes, and health insurance. And that's where our sponsor Gusto helps. They help you break free of all of this clutter, and all of this admin work, and all of this headache.

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