John Lilly on diversity
From Thriving in Chaos with Greylock EIR Stephanie Hannon and General Partner John Lilly | Greymatter · · Greylock
“One of the times I came to visit you, one of the things that was really obvious — they didn't really look like a Silicon Valley team; they were more diverse, more women, more people of color. Is that what you were trying to do? How did that happen?”
On , John Lilly, Partner at Greylock at Greylock Partners, spoke about diversity during Thriving in Chaos with Greylock EIR Stephanie Hannon and General Partner John Lilly | Greymatter on Greylock.
About John Lilly
John Lilly, a partner at Greylock, has been active in discussions about scaling organizations and company culture. In a Greymatter podcast, he discussed the transition companies make from being "pirates" to "part of the Navy," a concept he attributed to Steve Jobs, and argued that culture cannot be fixed in the large but only through specific instances. He stated that when culture starts to break, leaders need to "steer very hard" and address problems by naming them, being open about the issue, and measuring progress. In another appearance, Lilly said that the best founders are "greedy for mentorship" and on a continuous learning journey, and that speed is critical because the "core mechanic of your product has to work even if the product looks embarrassing later." Lilly has also spoken about his career and investment philosophy. He described joining Mozilla as the "best accident of my career," noting that he felt a "strong gravitational pull" to work on the browser because the web felt important and under pressure. He has emphasized the importance of mission over compensation when hiring, stating that at Mozilla, if a candidate wanted to join for compensation, "we didn't want them." In a conversation with Reid Hoffman, Lilly discussed the role of technology in the nonprofit sector, with Hoffman arguing that technology can improve society at a "faster than linear characteristic." Lilly has also commented on the importance of data, saying that while many metrics can be "just noise," the key is identifying the two or three things that drive insight and action.