Further Thoughts on the Brilliant Jerk

Part of what the author is getting at, as PG has said many times in one form or another:

   startups are businesses built for scale

Brilliant jerks don't scale. At some point in your company's growth phase, the challenge will be scaling the marketing/sales/engineering in a repeatable fashion.

It's just a different problem that begins at the inflection point of product/market fit.

What's the best thing to do when you write a piece for the new york times and everyone disagrees with you? I know, call them all names and repeat yourself!

This is a rehash of his last article. Still no facts and figures.

The problem is who decides that the brilliant jerk fits in?

I've seen it far too often in offices. Someone who is very competent at their job gets fired because some ego driven maniac doesn't like them. While the usual/useless sycophants get to stay.

Sounds like this author wasn't getting his ass kissed.

Not sure where to even begin. Reading the author's articles leave a bad taste in my mouth.