For Alexandr Wang, the billionaire co-founder of Scale AI and now Meta’s chief AI officer, the difference between good leaders and great ones lies in a single trait: they “overdo it.” In a blog post published in October 2024 titled DO TOO MUCH: How to be a leader, Wang argued that extraordinary outcomes never come from ordinary effort. “As a leader, you are the upper bound for how much anyone in your company will care. You need to do more, care more, attempt more than would seem reasonable,” he wrote.
From startup gamble to billion-dollar pivot
Wang, who co-founded Scale AI in his early 20s, applied this principle while steering his company through a risky shift in 2022. Scale had initially built its reputation by providing data for autonomous vehicles. But as generative AI gained traction, Wang abruptly redirected most of the company’s workforce toward large language models. Some called the move extreme, but it helped Scale bring in $870 million in 2024 revenue, with Bloomberg projecting $2 billion in 2025. That gamble also secured a $14.3 billion investment from Meta, where Wang now serves as chief AI officer.
The obsession of tech visionaries
Drawing from the examples of Steve Jobs and Elon Musk, Wang pointed out that attention to detail and relentless execution are what built Apple, Tesla, and SpaceX. “I have never seen ordinary effort lead to extraordinary results,” he observed in his blog. His philosophy echoes findings from a 2015 UBS and PwC report, which identified an “obsessive business focus” as a common trait among billionaires.
When ‘over’ is just enough
In his blog, Wang reframed behaviors often criticized in the workplace:
The thin line between drive and burnout
Not everyone agrees with Wang’s philosophy. Leadership experts warn that micromanagement and relentless intensity can create toxic workplaces. NYU professor Suzy Welch told CNBC that excessive micromanaging risks burning out both leaders and teams. Even Mark Cuban, who admits micromanaging can be necessary in the early stages of a company, has acknowledged that pushing too far can be unsustainable.
Research also shows entrepreneurs often face higher risks of burnout and mental health struggles due to long hours and constant pressure. Disney CEO Bob Iger, in a 2019 CNBC interview, emphasized that optimism is vital for leadership but noted that balance remains equally important.
For Wang, however, the trade-off is worth it. “Creating something meaningful is a beautiful, and yes, scary and painful thing,” he wrote. “And if you’re not overdoing it, you’re underdoing it.”
From startup gamble to billion-dollar pivot
Wang, who co-founded Scale AI in his early 20s, applied this principle while steering his company through a risky shift in 2022. Scale had initially built its reputation by providing data for autonomous vehicles. But as generative AI gained traction, Wang abruptly redirected most of the company’s workforce toward large language models. Some called the move extreme, but it helped Scale bring in $870 million in 2024 revenue, with Bloomberg projecting $2 billion in 2025. That gamble also secured a $14.3 billion investment from Meta, where Wang now serves as chief AI officer.
The obsession of tech visionaries
Drawing from the examples of Steve Jobs and Elon Musk, Wang pointed out that attention to detail and relentless execution are what built Apple, Tesla, and SpaceX. “I have never seen ordinary effort lead to extraordinary results,” he observed in his blog. His philosophy echoes findings from a 2015 UBS and PwC report, which identified an “obsessive business focus” as a common trait among billionaires.
When ‘over’ is just enough
In his blog, Wang reframed behaviors often criticized in the workplace:
- Overoptimism is just optimism
- Overcommunicating is just communicating
- Overdelivering is just delivering
- Micromanagement is just management
- Ruthless prioritization is just prioritization
The thin line between drive and burnout
Not everyone agrees with Wang’s philosophy. Leadership experts warn that micromanagement and relentless intensity can create toxic workplaces. NYU professor Suzy Welch told CNBC that excessive micromanaging risks burning out both leaders and teams. Even Mark Cuban, who admits micromanaging can be necessary in the early stages of a company, has acknowledged that pushing too far can be unsustainable.
Research also shows entrepreneurs often face higher risks of burnout and mental health struggles due to long hours and constant pressure. Disney CEO Bob Iger, in a 2019 CNBC interview, emphasized that optimism is vital for leadership but noted that balance remains equally important.
For Wang, however, the trade-off is worth it. “Creating something meaningful is a beautiful, and yes, scary and painful thing,” he wrote. “And if you’re not overdoing it, you’re underdoing it.”
You may also like
'Meant to emphasise shared history': Congress Sam Pitrodha clarifies his 'felt at home in Pak' remark, says aim was never to belittle anyone's suffering
Jimmy Kimmel Fired: How Donald Trump took a U-turn on free speech; adopted 'cancel culture'
'India, EU partnership to bolster global stability'
Borderlands 4 patch notes promise vague PC fixes but refuse to elaborate
Indian envoy meets Republican Majority leader, discusses 'positive developments' in ties
