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When Palmer Luckey started Oculus, he thought he could do it all—and for a while, he did. He was the best optical engineer, the best mechanical designer, and more. But eventually, he realized this wasn’t something to be proud of. Being the best at everything meant he wasn’t hiring the right people.
Photo: Kyle Grillot/Bloomberg
Failure in the Hiring Process
Luckey described this as a failure. He was the critical link in many key areas of the company, which hindered its growth. The problem wasn’t that he was competent; it was that he was competent in roles he should have hired for. By not bringing in experts, he failed both his investors and his team. And as much as he enjoyed being hands-on, this was holding the company back.
Becoming Obsolete
Luckey explained that founders often have no problem hiring people for roles they dislike. It’s easy to bring in someone to handle things like HR or financials. But hiring someone to do the things you love? That’s tough. Luckey realized he had to make himself obsolete, even in areas where he excelled. This is the real challenge of leadership—letting go and trusting others.
Letting Go of What You Love
One of Luckey’s hardest lessons was giving up the things he enjoyed doing. It felt like he was just “playing house,” pretending he was doing something vital when someone else could do it better and faster. Letting go was tough, but he knew it was essential for Oculus to grow. By delegating and trusting others, Luckey was able to help not only himself but also his employees, customers, and investors.
The Power of Trust
In the end, Luckey’s experience with Oculus is a lesson in trust. Founders need to hire people who can outdo them, even in their favorite roles. It’s not about giving up control, but about building a company that can thrive beyond the founder’s own skills. For Luckey, stepping back was the key to driving Oculus forward.
Listen to Palmer Luckey:
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