There's no point in arguing though. People will continue to believe what they want to believe regardless of truth or evidence. (e.g. http://www.newsweek.com/why-we-believe-lies-even-when-we-lea...)
I have no stake in this argument, but this tactic is kind of weak. "I would argue with you, but you suffer from a cognitive bias that makes you irrational (which, by the way, I do not)."
That might even be true, but you can't accuse someone of being irrational before they've actually done it.
Someone could just as easily accuse you of being blind to the evidence that goes against your own anecdotes and personal experiences. In other words, your personal experiences of these people could be positive but not represent other parts of their character that you haven't seen.
(For what it's worth, I think that a "mean people" / "good people" dichotomy is far too reductive to actually have any meaningful conversation about).
If it makes you feel any better, I'm mostly criticizing myself for engaging in a pointless and unwinnable debate :)
That's a general principle, I don't know about the particular cases you allude to.
If we are to assume that pg is in fact correct in his conclusion, then what are the examples (data points) that would bring one to this conclusion?
My view of Zuckerberg being mean comes from personal experience. Zuck was not that mean, nothing like Walter Isaacson's description of Jobs. But at the time (years ago), he was probably 90th percentile in terms of meanness of the people I have known. He could sneak in barbs and be quite disdainful to people who he viewed as less than him (in one case shouting a person down and calling them stupid).
In a previous comment, you wrote that "but it's a mistake to believe you know someone based on a collection of sensationalized stories." This is correct. But is there any evidence that the stories about Jobs or Bill Gates were sensationalized? "Sensationalized" is the operative word. If the stories are true, then the person is in fact mean, and it is a mistake to view them as not mean, simply because they are always nice around you.
In other words, people are complex, but public opinion is not.
Personally, I don't believe that it's a useful distinction to classify a person as "mean" or "nice". Actions may be mean. A person commits so many actions that how could any person possibly understand and tally up all of them?
For sure, few in history have ever deserved such a binary distinction: Everyone mortal has made mistakes in their life, carried regrets, and so on.
However that itself puts into scrutiny what the point of Paul's piece even really is -- if that piece were randomly posted by some nobody, I would honestly have assumed that it was a passive-aggressive retort to someone who they felt wronged by. But instead it's actually a genuine claim that so-called mean people don't succeed. That is absurd. Again, there is a strong, demonstrated, studied correlation between success/entrepreneurial efforts and sociopathic, and even psychopathic, tendencies. To just outright claim that no, only good people succeed, is simply outrageous.
The claim "people who are mean (by the YC partners' standards) to the YC partners or in their presence are unlikely to succeed in YC or the scene which has emerged around it" is a bit more reasonable.
It's not so much that pg has tunnel vision as it is that every founder has tunnel vision for YC's money and the smart ones structure their interactions with the moneyholders appropriately.
But I also think that most of the comments on this article are specious as well. It's silly to argue about whether Bill Gates is naughty or nice - you will never agree, and the comments you get say more about the worldviews and experiences of the people commenting than about Bill Gates.
I was once talking to a psychologist I know about corporate CEOs, and she said that there've been meta-analyses done in the psychological literature about what traits make a good leader. And what they found is that across the whole body of the field, 1000s of studies, there was zero correlation between any personality trait and leadership. What they did find, however, was that there was a strong correlation between the personality traits possessed by the study's author and the personality traits they found in the leaders they studied. In other words, everybody saw themselves in leaders. Smart people looked at famous figures and said "They're all of above-average IQ", ignoring the counterexamples that are really quite dumb. Determined people looked at leaders and said "They're all really determined", ignoring the ones that lucked into their positions. Folks who were afraid to take a leadership position projected their inadequacies onto leaders and claimed they were lucky, or sociopathic, or had other reasons why they themselves would never want the position.
Worth keeping in mind when you're reading essays on the Internet about what makes a good founder, or, for that matter, if you're an investor trying to pick out good founders to back. If you're that founder, well, the only trait that all leaders share is that they got someone to follow them.
You've spun a pretty broad claim out of a conversation you had. Yet you can find countless studies on the personality traits of leadership. This isn't just people projecting their inadequacies, but instead is educated people trying to figure out what makes the social hierarchy of our society work.
Knowing how people rise in the ranks, and how cult of personality figures gain their powers, is of obvious importance. And a pretty consistent finding is that negative personality traits -- primarily the willingness to use and discard others -- is highly advantageous in such situations.
And it's obvious certain personality traits benefit both the striving for leadership, and entrepreneurial efforts. For instance a pretty common startup thing is claiming broad innovations when there is, really, none -- when you shamelessly claim wizardry, it gets you press and mentions and from that success, even if the root of your accomplishment is absolutely banal. Most of us have an internal voice that says "eh...sure most people will fall for it, but other people might look down on us" and will add disclaimers on our claims. No one wants to talk about that.
For that to be true, you need to point to a study that shows that the founders of highly successful tech startups - including the ones YC has funded like Airbnb, Dropbox and Stripe - tend to be sociopaths.
In fact, probably the only people in the world who have the hard data to find such a correlation are the psrtners of YC; the success of their organisation relies on it. Aside from being incorrect, it would be counter to the commercial interests of YC to write this essay if it were false.
To my knowledge, the research you're referring to is based on large bureaucratic corporations like banks, in which it pays better to be a shrewd political operative than a skilled practitioner of a craft and a hard-nosed-but-ultimately-well-intentioned innovator and leader.
But as this and many other PG writings explain, modern startup culture, at its best, embodies a transition away from that kind of corporate culture.
With that in mind, even if it were true that people like Gates and Jobs did mean things 20-30 years ago, it doesn't mean it's the optimal way to be in the startup world of today and the foreseeable future.
Personally I think in any situation where a company strategically outmaneuvers another company it is going to come off somewhat as mean (e.g. Microsoft in the 90s protecting their turf). The idea that a company/person succeeds because they are mean, however, is far too simplistic.