Chip Conley

Chip halved salary for 60-80% workload in year four at Airbnb, yet his institutional process knowledge proved worth the reduced cost.

He recommends crafting resume paragraphs that outline a thorny problem, skills applied, and measurable result.

Chip uses ChatGPT to generate a 250-word first draft when inspiration lags, then edits it for his daily blog.

Instead of classes, new managers shadow seasoned leaders during real work to learn reviews and meeting facilitation.

Chip cites a favourite interview opener for candidates.

At Airbnb, Apple alumni thrived while Amazon hires struggled, proving mismatched cultures hinder performance.

He says culture both guides day-to-day decisions and attracts people whose values align with the organisation.

Older tech workers who stay curious, positive, and play both mentor and mentee roles overcome age bias and remain valuable.

He suggests asking each interviewer for 3-5 adjectives describing culture and the biggest endemic issue to judge alignment.

Brian openly admitted “I don’t know what I’m doing” and consulted specialists, e.g., ex-CIA chief after a security debacle and Chip for hospitality know-how.

Chip’s Peak model applies Maslow to staff: compensation at the base, recognition in the middle, and meaning at the top, with money’s share varying by industry.

For customers, meet expectations first, fulfil stated desires next, and solve unrecognised needs at the top—guiding product and brand strategy.

Chip promotes pairing older managers and younger staff so each swaps technical know-how and leadership skills.

A year in, Airbnb redefined itself from home-sharing to “belong anywhere,” steering host training and marketing around the unrecognised-need apex.