e. The sensation was as personal as being a person.

Now I think that's real. I think that meetings among avatars are going to be important. And what's really interesting is if you're meeting as an avatar that doesn't look exactly like you, you get to change how influential you are. Here's something that nobody has — I haven't heard anybody talk about this.

Let me give you two scenarios. In the real world you go into a meeting and somebody, let's say, is applying for a job. Well use that example: applying for a job. You walk in. How long does it take you to know that you're going to hire that person from the moment you meet them? How long before you know if you're going to hire them? Well I hate to say it's like ten seconds. It is. Because you just look at them. You think that you interview them but you don't. That's just an illusion. You walk in, you look at them and you decide if you could hire them.

I'm sorry, did you think it was because of all their qualifications and the things they said? Nope. No, it's just you looked at them. And now I'm exaggerating a little bit for hyperbole, right? So here's an assumption I'm making: that by the time they got in the room you've already checked that they met the basic qualifications. Am I right? Generally they don't even get in the room unless you've seen something on paper that says they have at least the background.

So now has anybody interviewed enough people or hired enough people to realize that we're not good at it? Has anybody had that sensation yet? You hired somebody and you thought this is obviously a good hire and it turned out to be a disaster. And did you learn from experience that nobody's good at it? Nobody's good at it.

This is why the Naval Ravikant theory is so important. I think he's the first person I heard it from: that hiring people is not the skill. Firing people is the skill. Because th