Entrepreneur Marc Lore has already sold a complete of two corporations for billions of dollars. Now he plans to start out delivering takeaway food Wonder made public in a couple of years, at an ambitious valuation of $40 billion.

We recently spoke in person with Lore in New York about Wonder and its ultimate goal of constructing meal planning easier, but we also touched on Lore’s management philosophy. Below is a part of what he said on the topic, flippantly edited for length and clarity.

Lore on the so-called founder modewhere founders and CEOs actively engage not only with their direct reports, but in addition with “skip level” employees to make sure that small challenges don’t grow to be big ones (Brian Chesky works this fashion, as does Nvidia’s Jensen Huang, Elon Musk and Sam Altman, amongst others):

Yes, I didn’t just like the founding mode because I operate in a different way. I focus very much on the concepts of vision, capital and people. We meet weekly with the leadership team and spend two hours every week on the core elements of vision, strategy, organizational structure, capital plan, our performance management systems, compensation systems, behaviors and values ​​- akin to: things you’re thinking that are already set.

You think, “Oh, yeah, we’ve done certain behaviors before. We have already established the values. We dealt with performance management. We have our strategy.” But as you grow and develop quickly, it’s amazing how much it evolves over time, and you must sustain with it… and just speak about it and speak about it.

When everyone is fully aligned and you have got really good people, you simply allow them to do it; I do not have to get entangled in any respect. So I won’t go into the small print of what people do, so long as they know the nuances of the strategy and vision. When you connect that together with your team and they achieve that with their very own team, everyone is moving in the correct direction.

What Lore thinks about hiring the correct people:

I actually, really care about hiring rock stars. That is, one and all (I hire). I used to think you could possibly interview someone and inside an hour resolve whether or not they were a rock star. I actually thought so, and I believe other people think so too.

It’s not possible. I’ve employed hundreds of individuals. You cannot tell in an hour-long interview whether someone is a rock star, and it’s normal to get honeyed. Someone talks about a great game, sounds good, says the correct things, has the correct experience, and then it doesn’t work out and you wonder why.

I began going back to resumes and attempting to draw correlations, and I discovered that there was a definite pattern that superstar resumes had that distinguished them from non-superstar resumes. This doesn’t suggest that somebody who doesn’t have a superstar resume cannot be a superstar. I miss these people, it’s okay. But after I see someone with a superstar resume, they’re almost all the time a superstar. When I interview them, I already know that I would like to rent them, and it’s more about ensuring that I’m not missing anything from a behavioral, cultural, or values ​​standpoint – we would like it to be compatible.

However, your resume must show a demonstrable level of success in each position you have got worked in. This means multiple promotions. This means staying with the corporate long enough to advance, and leaving and moving from one company to a different is a giant step. Superstars don’t move sideways. They don’t move from a great company to a bad one because bad corporations must pay more to draw people, so sometimes they shake loose individuals who should not that good, who just need to go for the cash.

But you discover someone who’s (at the highest) 5% and you take a look at their CV and it’s like: boom, boom, promotion, promotion, promotion, promotion, promotion, promotion, and then a giant jump… promotion, promotion, big jump . When I get a resume that shows a visual level of success, I take it and pay them what they need. It’s very essential for me to get this superstar there. And you are constructing an organization of superstars.

You have to have a correct performance management system in place in order that they know exactly what they should do to get to the following level. Because superstars are very motivated. They need to know what they should do to get to the following level, especially Generation Z. They need to know and get promoted every six months.

Finally, Lore talks about his belief that taking more risks is the solution to secure a startup’s future, even when this approach could seem counterintuitive to many:

People all the time underestimate the risk of the establishment and overestimate the risk of introducing change. I see it over and all over again.

If you have got a life-threatening disease and the doctor says, “You have six months to live,” at that time you may go on a trial drug or anything, even when it’s extremely dangerous (it should look good). Basically, you are trying to take a risk to avoid inevitable death.

If you are super healthy and every thing’s going great and someone says, “Take this experimental drug; it can make you live longer” (many individuals will say), “You know what? It’s too dangerous. I’m really healthy. I don’t desire to die from this drug.”

However, startups are very different from large corporations. When you’re employed at a big company like Walmart (whose US e-commerce business Lore tracked selling is certainly one of his corporations), it’s about incremental improvement. There is no incentive to take risks.

As a startup founder, you’ll likely die. Every day that you just live and do that startup, there is a risk that you’re going to die. The probability is 80% and only a 20% likelihood it should actually work. So you have got to take this into consideration when making decisions. You must search for opportunities to take risks to cut back your risk of death. The establishment is the worst thing you may do. Doing nothing is the most important risk you may take.