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  • - Support all of you in other ways

  • with a daily class schedules, to kind of approximate,

  • keep the learning going on during the closers,

  • webinars for teachers and parents,

  • and also this homeroom is really

  • just a way to stay connected.

  • Talk to interesting people about interesting topics

  • and answer any questions you have.

  • And so over the course of this conversation,

  • and I have a very exciting guest today,

  • I'll give him a proper introduction in a few minutes.

  • I encourage you to put any questions you might have

  • on Facebook or on YouTube,

  • and our team is going to be looking at them,

  • and getting to as many of them as possible.

  • I will give my standard announcement,

  • Khan Academy just as a reminder is a not for profit,

  • we only exist because of philanthropic donations.

  • We were running at a deficit even before the COVID crisis,

  • and you could imagine now that our traffic,

  • our usage is almost three X of what it typically is,

  • registrations are five to 10 X of what they typically are,

  • and we're trying to accelerate a bunch of programs,

  • our costs have gone up even higher.

  • And so if you're in a position to so,

  • please think about making a donation.

  • I wanna give a special shout out to several corporations

  • that have stepped up in just the last few weeks

  • to help with this effort including Bank of America,

  • AT&T, Novartis, Fastly and Google.org.

  • So thanks all of them, and for our longtime supporters,

  • obviously, many foundations and corporations,

  • but we do need more help, so if you can,

  • please think about donating.

  • So with that, I'd like to introduce our next guest

  • who is actually been playing a huge role in Khan Academy,

  • even existing, he's been a supporter of Khan Academy

  • from really the early years, Jorge Paulo Lemann.

  • Nice to see you, Jorge Paulo.

  • - Hi, how are you Sal?

  • - I'm doing all right, and you know,

  • I thought there's a lot of interesting things for us

  • to talk about over the course of this con,

  • over the course of the next 30 minutes or so.

  • You've done very well and from a business point of view,

  • you've been a very active philanthropist.

  • I think you have some very interesting life stories.

  • We have some young, a lot of young people

  • who watch this Live stream who are really just trying

  • to figure out how to navigate their own lives,

  • so maybe that's a good place to start,

  • you know, I was reading some of your bio,

  • and obviously, we've known each other for many years now,

  • but talk a little bit about your early start,

  • you know, it sounds like you're a very good student.

  • You're an amazing tennis player,

  • and then you got to college,

  • and it sounded like you didn't have the,

  • you weren't a fish in water initially,(laughs)

  • you had some hard times.

  • - So I went to college when I was very young, 17.

  • I had never been to the United States before.

  • And I was basically a surfer and a tennis player.

  • And college was tough in the beginning,

  • I wasn't used to studying, I wasn't used to reading,

  • so it was very tough but I made it through,

  • and adapting that first year was one

  • of the many crises I sort of went through in life.

  • I was making a list of all the crises

  • I've gone through in the last 80 years.

  • And I guess it started when I was born five days

  • before the Second World War.

  • So when even when I was four or five,

  • I remember to my family, listening to bank,

  • Voice of America and finding out what was going on the war.

  • And so every sort of eight to 10 years,

  • there is some sort of a crisis that comes up,

  • and you really learn how to live with them,

  • you learn how to adapt.

  • And each one of the crises I think I've come out

  • a better informed person or better prepared person,

  • or like that.

  • This crisis we're now undergoing

  • is one of the toughest ones,

  • but you know, we'll make it out of it,

  • and I'm trying to figure out what are gonna be the learnings

  • and how can I come out of it better than I was before,

  • so this is one more crises action.

  • - Now, that's a good way to think about it.

  • And you have more experience to draw from than I do,

  • but it does seem like it feels around roughly every decade,

  • something comes up either personally,

  • or in the macro picture as a whole.

  • But I wanna double click on what you talked

  • about your early life,

  • because I think there's so many students

  • who even before the COVID crisis

  • were feeling a little bit lost.

  • They feel a hunger to make something out

  • of their life, have a purpose,

  • but sometimes don't know what it is, how to discover it.

  • And then obviously, in times of crisis,

  • like now things can get even more difficult.

  • So in those early years as you mentioned;

  • you're coming from Brazil,

  • you're a freshman in Boston,

  • you didn't like the weather,

  • you were having trouble getting used

  • to just even how things worked.

  • What were you telling inside of your head,

  • or what do you think it was the traits,

  • or the muscles that you had that allowed you

  • to persevere through that and not essentially give up?

  • - Well, my family thought it was important.

  • I actually wanted to quit Harvard,

  • but you know, my family kept saying,

  • "Ah, ah, Harvard is so important then,

  • "get it done and get it over with, et cetera,"

  • and like that.

  • So after my first year at Harvard

  • where I flunked a lot of courses

  • and almost got suspended and like that.

  • I decided, I made a very stupid decision,

  • I decided I would go back and I would finish

  • the next three years in two years.

  • So I sort of buckled down, took twice the number of courses,

  • I should normally be taking,

  • and so I got out of Harvard and I passed,

  • but (chuckles) I didn't really learn

  • as much as I could have learned,

  • or as much as I should have learned.

  • I was just there to get it over and done with et cetera.

  • Not only did it later that it became clear to me

  • how much more I could have learned if I had taken more time.

  • If I had socialized a bit more.

  • If I had met a few more of the professors

  • that were teaching the courses, and things like that.

  • And basically I was there to get it done with,

  • and get out of there.

  • And so it wasn't a good decision, but that's what happened.

  • And so I got out, and then I went to Europe to work

  • for a bank in Europe.

  • And I worked there for about seven months

  • in this bank and it was very, very boring.

  • And I always played a lot of tennis

  • and all my grandparents are Swiss, my parents are Swiss.

  • So I have a Swiss passport,

  • so I got invited to play the Swiss nationals in tennis

  • and I won the Swiss nationals,

  • which sort of surprised everybody including myself.

  • - You say that very nonchalantly?

  • "Yeah, I got invited and I won,

  • Swiss nationals." (laughs) (Jorge mumbles)

  • - And then they invited me to play tennis

  • for the Swiss national tennis team Davis Cup and all that.

  • I was then 21 and I thought that was much better

  • than working in a bank.

  • And so I did that and I played Wimbledon and Roland-Garros,

  • and all the big tournaments in Europe,

  • and Davis Cup and I like that.

  • Meanwhile, my family was sort of wondering,

  • "Is this guy just gonna play tennis,

  • "or is he gonna do something else, or?"

  • Eventually, I came back to Brazil

  • and started working, et cetera,

  • but that was sort of my early start.

  • - And then Jorge. - And then --

  • - Oh, go ahead.

  • - Yeah, and then when I came back to Brazil,

  • I joined all these Ivy Leaguers guys

  • from the Harvard Business School, Princeton, and like that,

  • and who would set up a finance company.

  • And I thought, you know, it looked very good,

  • and all of them had graduated good Ivy Leaguegy schools

  • and like that.

  • Well, the result of that was we went broke in three years,

  • so that was a very traumatic experience.

  • So you know, crises are always there,

  • and you learn something in every one of them,

  • and hopefully you come out better.

  • - And you know, in hindsight these are fun stories,

  • because, you know, many of us know where you ended up,

  • but at the time, what were you feeling were you,

  • was it like a crisis of confidence, were you just like,

  • "I'm not going to be able to make something out of this,"

  • or were you pretty, you know,

  • how did you pick up the pieces and say,

  • "No, I'm gonna keep working on this,"

  • and especially keep working in finance.

  • - I'd be pressed for a while,

  • and you know, I graduated from Harvard,

  • I thought I was pretty good,

  • and then go broke at 26 et cetera.

  • Having just gotten married

  • like that was not a good experience.

  • I was invited by a few large organizations to go

  • and work for them.

  • And I didn't like that and I liked the liberty of being

  • in a smaller company, being more of an owner like that.

  • So I didn't join any of the larger organizations,

  • and actually joined the small brokerage house in Brazil,

  • and then that it went reasonably well.

  • But I really wanted to run my show.

  • I didn't wanna be part of somebody else's show

  • and like that.

  • So after a few years of doing that,

  • I bought my own brokerage company and set up

  • what became a successful investment bank later.

  • - And what I know

  • what tech ways would you have? - I think my (mumbles).

  • - Go ahead. - I think my playing tennis

  • and you know, when you play tennis

  • you don't win all the sets, or all the games you lose,

  • and so that sort of taught me that if you don't do well,

  • you can do better the next time,

  • you can practice more,

  • or you can figure things out better like that.

  • So that's been with me all my life,

  • I think always trying to do better

  • and to learn from your mistakes.

  • And boy, do you learn a lot from your mistakes. (chuckles)

  • - Now, this is the time we learn the most,

  • and there's two questions from YouTube

  • that I think are related to this one,

  • Marcella Carter asked,

  • "What was your biggest lesson in life?"

  • And from YouTube, Matt Gray asks,

  • "Who was the most influential person in your life?"

  • So when you're going through this journey,

  • I'm sure there's a lot of actors there,

  • but I guess, what advice would you give

  • to a young Jorge Paulo or someone like you,

  • who's you know, in that position now,

  • and then who are your influences,

  • who kind of got you, kept you on the trajectory?

  • - Well, you know, when I learned

  • that it took me a while to learn.

  • I was a tennis player, a surfer,

  • and then went to the financial market,

  • and was basically a trader in the financial market,

  • so all of those things basically

  • made me a short term thinker,

  • I didn't think very far ahead.

  • And only with time and with some of the mistakes I made,

  • that I learned that you know,

  • what's gonna happen in 24 hours, or in the next week,

  • or next month is not really that important.

  • And you gotta figure out where you're going

  • for a longer period of time.

  • And so as time went by my thinking became much more

  • long term oriented.

  • And it took me a while to learn that and then,

  • you know, it sorta clicked and some of the things

  • I began doing when I was already 40,

  • or getting close to 50 were really long term ideas,

  • and they actually turned out much better

  • than in my trading days when I was thinking

  • of the next week, or 24 hours, or things like that.

  • In terms of the most influential person,

  • my father died when I was 13.

  • My mother was a very strong personality.

  • Yesterday was Mother's Day so I thought a lot about her.

  • And she was very influential, very strong personality.

  • I only had a sister who was 10 years older than me.

  • So I was sort of like an only son,

  • and my mother and I were very close.

  • She was very ambitious for me, very loving and also,

  • but gave me a lot of liberty.

  • She trusted me entirely I could sort of go out

  • and do anything I wanted on my own,

  • and that helped me a lot.

  • And figuring, going through experiences,

  • which were not necessarily always good or like that,

  • but I think the liberty she gave me,

  • and the love she showed in backing me up was very important

  • in everything else that I was able to do later.

  • - Now that's super powerful.

  • And you know, now you mentioned that long term thinking

  • which I agree with you, you don't see enough of it,

  • and I'm guessing you'd pinpoint that as one

  • of your differentiators and what allowed you to do well.

  • You know, putting that same hat on later in life,

  • you've become very active in philanthropy

  • and that's how we connected almost 10 years ago now,

  • eight, nine, 10 years ago.

  • What got you so active in philanthropy?

  • You know, a lot of ways for those of you,

  • for those who don't know, you're one

  • of the most active philanthropists in Brazil,

  • especially with the focus on education,

  • what got you interested in this problem?

  • - When I was building up our brokerage company in Brazil,

  • I had no competitive advantage in terms of having a name

  • or having money.

  • And I figured out that the only way

  • I could really be competitive would be

  • if I hired and attracted the best possible people

  • to work with me.

  • So I made a big effort in looking for these people.

  • I would interview hundreds of candidates per year,

  • and pick the best even when we were hiring

  • 10 or 15 people per year.

  • That became very important for us

  • in building up the brokerage business,

  • and in doing that, I met a lot of really spectacular people

  • who had not had the proper education,

  • or had not been trained properly, and like that,

  • they were pretty exceptional.

  • And so I figured that, besides trying to improve people

  • who were working with me,

  • and making, giving them a better education,

  • maybe I could do it for other people.

  • So I set up these foundations

  • which basically give scholarships

  • to people who wanna study abroad at that point,

  • there were just very few scholarship

  • for people wanting to study abroad.

  • And so this the foundation which was called

  • (speaks in foreign language) study

  • became quite important, and over the years,

  • we have sent many Brazilians to US colleges

  • and they've come back to Brazil,

  • they've built businesses up.

  • Lately, I've been giving a lot of scholarships

  • to people who wanna come back and go into public service

  • or to government.

  • I figured we got enough good businessmen,

  • and we need better people in government

  • and in the public sector.

  • So that's how I sort of got going in terms of trying

  • to get people more educated,

  • or give them worthwhile experiences by studying abroad.

  • And then we evolved from that,

  • we evolved to trying to improve education

  • in Brazil in general.

  • Brazil scores very badly in all the international test,

  • we should do better.

  • I'm a big believer that countries do as well

  • as they have educated their people,

  • so for Brazil to do well in the future,

  • we have to educate more people and educate them better.

  • So my foundation now beyond giving scholarships

  • to people wanting to study abroad,

  • we have teacher training courses.

  • We work in partnership with you

  • so that people can learn more online.

  • We try to work with governments in terms

  • of improving their teaching standards like that.

  • We give courses to school principals

  • so that they can manage the schools better,

  • and we make a variety of efforts.

  • Recently, there is one small city in Brazil called Sobral.

  • It's a very poor city in the northeast,

  • but for the last 10 years it has scored really high

  • in the national test of how public schools are doing.

  • And we have now hired some of the people

  • that set up this system in the city of 200,000 people,

  • and we're trying to duplicate what they have done

  • in other small cities of less than 200,000.

  • And it's much easier to introduce education systems

  • in small cities than in big cities.

  • And so it's something very practical.

  • They were successful, and we are now in another 25 cities,

  • and if that works, we will duplicate it to 50 cities.

  • So we have a lot of things going on,

  • besides what we do with the Khan Academy

  • which I think is really important.

  • I think, you know, online learning has a big future

  • in Brazil and in poor countries.

  • I think being able to access online learning

  • in poor countries is really more important,

  • because it gives you a chance to reach the people

  • who really don't have a chance to go to school,

  • or have access to terrific teachers or like that.

  • So anyway, that's, all I do is a little drop in the bucket

  • of (chuckles) what Brazil needs to improve education.

  • But you know, I'm trying, I'm trying to do my best.

  • - Now well, I think you're being slightly modest there,

  • but you know, there's a question that from YouTube

  • that Susanna Garcia Dominguez is asking,

  • and this is actually something I've always wondered,

  • actually how did you learn about Khan Academy,

  • how did it sharpen your radar?

  • Because you were one of the earliest philanthropists

  • to really reach out to us,

  • I mean this was back in 2010 or 2011.

  • - We were reading about the Khan Academy,

  • and I said, "Gosh, this makes so much sense."

  • And I read a few things that you had written,

  • and that you had spoken.

  • And I thought it made so much sense.

  • And you know, so I guess we tried to establish

  • some contact with you.

  • And then what happened was

  • the president of Brazil called me up once and said,

  • "Do you know this guy Sal Khan?

  • "I think he's very interesting.

  • "Can you get him to come to Brazil?"

  • I said, "I don't know but I can try."

  • And so we actually, we were already talking

  • but then we said, "Sal, don't you want to come down here,

  • "the president of Brazil wants to talk to you."

  • And so you came down and, you know,

  • and talked to the president and like that,

  • and I got to know you a little bit better

  • and that's how we sort of got going. (chuckles)

  • - Now, I tell the story a lot.

  • It's actually those early days,

  • I mean, for those who don't know,

  • I mean back in 2010, I think Khan Academy was

  • about an eight person organization.

  • We were above a Chinese tea store

  • in downtown Mountain View here.

  • And it might see my I have an extroverted nature,

  • but I'm actually very introverted,

  • so I really enjoy kind of being by myself

  • and I think I was recording a video or something,

  • and someone said,

  • "Hey, you know, we have this delegation from Brazil,

  • "that is here ," and as like,

  • "Oh, but I need to finish this video."

  • And I was kind of in a grumpy mood, (chuckles)

  • because I wanted to finish like an organic chemistry video

  • or something, and then we met and I remember that room,

  • it was like, there was like 12 of us packed into a room

  • that could probably fit five people.

  • But who would have thought, I remember it all, you know,

  • we were very intrigued by the notion

  • of being able to work in Brazil,

  • but it felt like we were small at that point,

  • but y'all were really pulling us in.

  • And I have to say, if not for that push,

  • then and then obviously, we started working together

  • over the next few years.

  • I don't think, you know now, Khan Academy in Brazil

  • is the most built out Khan Academy outside

  • of the United States, and it wouldn't be if not

  • because of that first meeting in the (mumbles) desire.

  • And y'all have been supporters, not just in Brazil,

  • but you know, Khan Academy globally,

  • so that was one of those meetings

  • that are definitely have been logged in my memory bank.

  • And then obviously had a wonderful trip to Brazil.

  • Well, one question from YouTube,

  • actually, there's two questions,

  • I think they're related,

  • Josie Mubarak asks, "What advice would you give

  • "to graduates?

  • And when you related that Nikita Govender asks,

  • "How do you build great leadership skills?"

  • And I'll add to that, you mentioned,

  • like you realize the success of your orgs,

  • were hiring the right people,

  • and maybe training the right people.

  • What do you look for, like are there signs that you see

  • in young people that you say,

  • "Hey, that person is onto something.

  • "This is a person I want to invest in and work with."

  • And there's other signs you've seen people like,

  • "Ah, not so sure, I think I'll pass on them."

  • - I don't think there's any thing very special

  • the way we went about hiring people

  • and you know, first thing I learned,

  • or I learned in my Ivy League Partnership,

  • which didn't work out is to run a business,

  • or to run anything you have to have different types.

  • So if everybody's the same it won't work very well.

  • So you know, I made an effort

  • to have a different points of view.

  • And we like people who get things done,

  • people who will work as a team but also, you know,

  • will individually try to get things moving or going.

  • We don't tolerate bad ethics at all.

  • I mean, there are some people who are brilliant

  • but their ethics aren't good, and if you know,

  • that doesn't work in an organization.

  • So if there's any sign of ethical misbehavior like that,

  • we don't tolerate it.

  • And basically, we'd like giving people experiences

  • that they, to test them,

  • and the ones that do well, we promote very fast.

  • The ones that don't do well stay behind, et cetera.

  • So you know, in our organizations,

  • now we have over 200,000 employees sort of,

  • and we always know who are, who is on a fast track.

  • Every organization of ours

  • on a yearly basis looks at everybody who's on a fast track,

  • and figures out what they should be doing for these people.

  • So we're always trying to pick the exceptional ones,

  • and giving them a chance to do something bigger.

  • And so that's how it has basically worked.

  • You know, I think like I say you learn a lot

  • from your mistakes, so I'm talking about what worked well.

  • And maybe I should talk a little bit

  • about what didn't work well.

  • Over the last five years our companies have not done

  • as well as they did the first 25 years, like that.

  • And so like I said, we've always been very people focused,

  • and always focused on people who were ambitious,

  • wanna get things done, cut costs, look at goals,

  • and have very clear goals and like that.

  • We missed down a little bit in terms of the world

  • becoming much more consumer centric,

  • in terms of the clients and public having much more,

  • many more choices of what they want to consume.

  • We're basically a consumer goods businesses,

  • and so we didn't pay enough attention to what our buyers,

  • or what our clients really wanted.

  • And at the same time we did not use

  • what is available nowadays in terms

  • of artificial intelligence to know more

  • about our clients and where they are,

  • and what they want and like that.

  • And our culture was a culture of very much,

  • "We gotta reach the goals, we gotta produce more,

  • "we got to produce cheaply and like that."

  • But we missed out a little bit

  • on what the client really wants,

  • and figuring out what he really wants

  • with the modern techniques which are available.

  • So we're catching up now, we're going in that direction.

  • But you know, you have to have good people,

  • and you have to have good people who are up to date

  • on what is going on in the world.

  • And we didn't have enough of those

  • because our culture was so successful,

  • and doing so well for a while,

  • that it took us a little while to realize

  • that we had to go in this direction.

  • So we're correcting that now. - All right and for those --

  • And for those of you who are watching, you know,

  • Jorge Paulo, I think very intentionally

  • keeps a fairly low profile, but some of these organizations

  • include things like InBev, and you know,

  • Anheuser Busch, Burger King,

  • so very, very large global brands

  • that folks might be familiar with.

  • I mean, given your lens on the global economy,

  • but especially the Brazilian economy,

  • what's your sense of the short

  • and long term economic implications

  • of the crisis we're going through?

  • - I think it's, like I said,

  • I have been through various crises,

  • and this one looks like it's gonna last longer.

  • And it's gonna be tough on the emerging markets,

  • 'cause the emerging markets really lack the organization

  • to figure out who was sick, who isn't sick,

  • what to do about it.

  • Emerging markets have slums, people living very close

  • to one another.

  • It's very difficult to have locked down.

  • The people need to make money,

  • and many of these people in the slums are sellers

  • in the streets something like that,

  • They're not able to go out now so they can't sell anything.

  • They're desperate to get out there and sell,

  • so it's gonna be messier in the emerging markets

  • than in the more developed countries which is very sad.

  • And I think it will take a little while longer

  • than most people in the stock market or financial market,

  • think that it will take, you know, many people think,

  • "Oh, three or four months from now things

  • "will start moving again."

  • But yeah, they may start moving,

  • but it will take a lot longer to things really fall into,

  • to fall in place again.

  • And so what advice you know,

  • we have so many young people watching

  • and we have a lot of questions I haven't gotten

  • to anywhere close to even the majority of them.

  • But there's so many young people who are always uncertain

  • about their future, what should I do?

  • And there's a lot of questions about your life,

  • and a lot of interest there,

  • but especially in a time of uncertainty like this,

  • what advice would you have for them?

  • - Don't give up, hang on, things look pretty bad.

  • You sort of think the world is coming to an end,

  • or everything is coming to an end,

  • but you know, eventually they sort of write themselves,

  • and there are many opportunities in crisis.

  • I'm not only talking about financial opportunities,

  • but there're a lot of opportunities to learn,

  • to learn different things, to do things in a different way,

  • to think in a different way.

  • So you know, think about it, think about (chuckles)

  • how you can adapt and what you really want to make out

  • of your life, and how this crisis can perhaps help you

  • and achieve what you want to achieve.

  • - Well, that's great advice.

  • Well, you know, I just wanna thank you,

  • Jorge Paulo for I don't think I've ever had a chance

  • to do it, but I'll do it in a very public setting.

  • Khan Academy would not exist in the way it does today,

  • if not for your support and your foundation support.

  • And it for sure would not exist in the way it exists

  • in Brazil, if not your your kind of, you know,

  • really pushing that in a very, very early stage,

  • so thank you and I agree with everything you said.

  • It's gonna be interesting times next few months, years,

  • but there's problems to be solved

  • and we look forward to partnering with you,

  • and your team to get that solved.

  • So thank you so much for being part of this.

  • - Thank you Sal and it's been a real pleasure

  • to work with your organization over the years.

  • We have a feeling that we're getting something done

  • or improving things in Brazil, so and the world.

  • So let's keep working and we'll have a better world.

  • - Sounds good to me.

  • - Thank you. - Thank you so much.

  • - [Jorge] Bye, bye.

  • - Bye, thank you.

  • And so thanks, everyone for joining as you can see,

  • we're, you know, I feel lucky.

  • I've said multiple times, I feel very fortunate

  • to have the role I have, obviously I like to geek out

  • on academic stuff and work with our team here

  • at Khan Academy making the product better,

  • making the experience better.

  • But another joy of this job is being able

  • to have really amazing partners like Jorge Paulo,

  • who I consider a mentor who pushed us to do more things,

  • who allow frankly a lot of what we do to be possible.

  • So you know, I think I get disproportionate credit

  • for the work at Khan Academy.

  • It's a team of 200 full time folks, thousands of volunteers,

  • hundreds of thousands of folks, many of you donate,

  • and many really great partners like Jorge Paulo

  • and his team.

  • So with that, thank you for joining this Livestream,

  • and I look forward to seeing all of you all tomorrow.

  • Have a good night, afternoon, day.

  • (laughs)

- Support all of you in other ways

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A2 初級

毎日のホームルームライブwithサル:5月11日(月 (Daily Homeroom Live with Sal: Monday, May 11)

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    林宜悉 に公開 2021 年 01 月 14 日
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