As CEO, he's learned to find the best people for the job who can fulfill his vision for Facebook.
"When you switch to building an organization, what you learn is that you're doing a bunch of different things, and that you can't do things yourself," says Zuckerberg.
Now, he says, it's important to delegate.
"If I want to accelerate the development of something," he says, "the best thing that I could do is not go work on it myself, but make sure that a really good person is working on it full-time."
At Facebook, Zuckerberg tries to share this mindset with other employees.
"When I do performance reviews with folks, a lot of the review is not just based on what they do over the period of the performance review," he says. Instead, he asks: "Do you have a good successor? Are all your key positions filled?"
Zuckerberg says he values those who are doers to help grow Facebook for the future: "I think good engineers and good technical entrepreneurs have that instinct where, when there's something they want to build, just go do it."
"Be entrepreneurial about it," he adds, "and be a hacker and go do it."
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