Chesky’s primary takeaway from this experience: stop making decisions by consensus. “A consensus decision in a moment of crisis is very often going to be the middle of the road, and they’re usually the worst decisions,” he says. “Usually in a crisis you have to go left or right.” From then on, “add a zero” became a euphemism for taking one’s thinking to the next level. He would later call the experience a “rebirth” for the company.
