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Brian Chesky of Airbnb: ‘Deception is for you to have hope’


“I think the leader’s psychology is often the organization’s psychology,” says Brian Chesky, recalling the year his company, Airbnb, was disrupted by a global epidemic.

There was no fear, the senior and co-founder of the residential complex did, though reservation declined more than 70 percent and tens of thousands protested when forced to pay. Some wonder if the traveling work will improve.

“Hypocrisy is speculation,” he says, calmly seeing someone who knows everything has gone well. “Hope should be based on what you can tell people, telling them, ‘I believe because that’s where we’re going, and we’ll get here’.”

Chesky, 39, is one of the most intriguing personalities studying for a career in corporate history. In a Silicon Valley culture that sees instant failure as something to celebrate, perhaps even a lesser one, Chesky was the first to enter the profession, to begin with, to run a company of any kindit has been successful. Airbnb’s initial offering, which was introduced less than a year ago, commended the company for $ 88bn at the end of its first day of business.

This sounds like it sounds like Chesky, stay in the air, when the first trading price came on the day the Airbnb stock market began. Taken aback, they can only play on the subject.

“It took me about 10 or 15 seconds to make a decision,” he recalls. “I was shocked by what happened. Banks do not tell you [the stock is] double. At the time, it was as if my heavy car had crashed. ”

He continues: “Remember, eight months before the news: ‘Will Airbnb be there?’ And I think those eight months were like a rag in 15 seconds. ”

The 2020 education came in a tight and fast pace. In May, the company dismissed 25% of employees, demolishing business areas that, due to the construction of the cables, were no longer referred to as “the core” because they were so useful. Chesky banned almost all advertising, saving about $ 800ma a year, and continued $ 2bn emergency funding. Throughout the turmoil, it was important to keep talking, Chesky says.

“In extreme cases, you have to communicate four times,” he says. “Three board meetings were held every Sunday. Monthly hand meetings are held weekly. I used to answer five questions at Q&A, I started answering 10. ”

When the company decided to resign, most of the 1,900 people who agreed to go with it, with their permission, were added to the talent pool – a warehouse for recruitment and a place where employers can recruit employees. And being criticism on the selection and priorities, Chesky praised his words to the staff, immediately published the news of unemployment and explained how the idea of ​​reducing certain areas was developed. There was no corporate presence that followed this.

“My opinion is that, even if I say the wrong thing, it’s better than people think I’m cheating on them,” she says. “I don’t think most CEOs are as cool as they get. I just think there are HR and legitimate working people who live around everyone, until sometimes they are not human. ”

By summer, many viewers were confident that Airbnb would look good all year round, but the IPO seemed pointless. Then came the unexpected change in Airbnb’s business. Although global tourism is not available, closed citizens turn to the platform to find rural alternatives, recognizing that homework should not take place in your home.

Corporate filters later revealed that Airbnb revenues began to recover in September, a 20% reduction compared to the 70% decline seen in the early days when Covid-19 launched. Suddenly, instead of being behind it, Airbnb proved to be more resilient than ever, with a bright prospect for potential investors: the company is able to run fun trips, business trips, and out-of-work and family outings, with family toys. Airbnb’s share price last week was selling 19% higher than its closing price on its first sale.

Various troubles have arisen in 2021. If last year was spent trying to get a loan back to Airbnb, its launch was controlled and efforts were made to keep other people out.

Brian Chesky’s three questions

Who is your leadership hero?

The one that comes to mind is Walt Disney. He was a talented and intelligent designer who eventually did business – and not many of them. I also love Charles and Ray Eames. They were two of the best industrialists of the 21st century. I love leaders who have a creative spirit.

If you were not CEO, who would you be?

Maybe something I had never been before – I was a producer. I’m a big fan of design as a solution to problems. One of the problems I see is loneliness. Airbnb has its own solution for this, [but] I think there are other ways to deal with loneliness. I like to create different areas, different ways for people to connect and meet.

What was the first lesson you learned?

The first time I thought about leadership the first time I hired someone else. I have never hired anyone in my life. The time I became a leader was when I became a role model, and I had never thought about this. I thought, “Oh my God, people are imitating what I do”. The way I lead, the type I bring out, the way I support them will be the way they do with the next 100 people. The model you provide, and what you allow in the first place, is spread across the culture.

Follow-up 6 January blocked at Capitol Hill in Washington, it was discovered that several Airbnb offices had inadvertently placed a roof over the heads of those involved. Less than two weeks later, in preparation for the appointment of Joe Biden as president, Airbnb lifted all reservations in US cities. Unsure of her ability to deal with domestic violence, Chesky decided what to do to keep her out of harm’s way.

In anticipation of avoiding the need for blankets in the future, one of Chesky’s priorities this year is to create a team that handles some of the most popular web sites available to hacking groups, overseeing potential platformers, and banning the project.

“We can’t stop anything,” Chesky admits. “But we’ve created a team of knowledge users who have found online security experts, legal experts, and we’re making a lot of money.” He adds: “We are not like Big Brother who kills everyone’s life.”

The causes of hate speech are known to the FBI and other similar countries. However, efforts are threatening to force Airbnb to withdraw from an argument that has so far failed to be avoided, while technical platforms have been accused of favoring the right mindset or doing so-called “cultural restrictions”.

“It’s very difficult to predict what might explode in your face and not just,” he says. “There has been a scientific calculation, as well as in a united United States. These statistics have been varied, they have been institutionalized, it has been thought that we are all platforms. Yes, we are platforms, but even platforms have limits and responsibilities. ”

Standing in line for office can be a daunting task. For example, on the holiday of July 4 this year, only guests with positive comments will be allowed making reservations.

“I tell shareholders, and I think it makes sense, the best thing for shareholders is that people want your company to exist,” says Chesky.

Like all companies, Airbnb is considering how the US opening will determine how it will operate its business, which is based in San Francisco, a carefully crafted facility by Chesky and his team.

Nowadays, the following ideas are being used to answer the question of what and when Airbnb employees return to work. Appropriately, if should return to work, as the company’s extensive review is appropriate, perhaps among other things, with a financial commitment based on long-term employment and reconsideration of the office.

“Flexibility benefits Airbnb,” says Chesky. “It would be better to follow the story and let people live everywhere.

“On the other hand, you know, some of the best ideas I’ve ever had at Airbnb are just shooting nonsense, just talking. And we don’t try to get an idea – in the process, something happened suddenly. ”


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