Most CEOs would be a little worried if their employees say that they’re not easy to work for, but NVIDIA CEO Jensen Huang wears it like a badge of honour.
In an interview, Huang was confronted with feedback from his own employees describing him as a “demanding perfectionist” who is “not easy to work for.” Rather than deflecting or offering diplomatic corporate-speak, the NVIDIA chief executive’s response was refreshingly candid and unapologetic, revealing the mindset that has driven the company’s meteoric rise to become one of the world’s most valuable corporations.
When the interviewer presented the employee feedback directly, asking “Lemme tell you what some of the people who you work with said about you: demanding perfectionist, not easy to work for. All that sound right?” Huang’s response was immediate and unequivocal: “Perfectly. Yeah. It should be like that.”
But Huang didn’t stop there. He provided the philosophical foundation for his demanding leadership style, explaining that extraordinary achievements require extraordinary effort. “If you want to do extraordinary things, it shouldn’t be easy,” he said, framing difficulty not as a character flaw but as a necessary ingredient for breakthrough innovation.
Perhaps the most revealing part of Huang’s response was his personal reflection on his journey to the top of the tech world. “It is the most extraordinary thing, Bill, that a normal dishwasher busboy could grow up to be this,” he said, referencing his humble beginnings. This wasn’t delivered with false modesty but with genuine amazement at the possibilities that hard work can unlock.
Huang then stripped away any mystique about his success formula: “There’s no magic. It’s just 61 years of hard work every single day. I don’t think there’s anything more than that.” This statement encapsulates a work ethic that has become legendary in Silicon Valley, where Huang is known for his relentless focus and hands-on approach to leadership.
Huang’s unapologetic embrace of being “difficult” reflects a broader trend among successful tech leaders who prioritize results over popularity. His response suggests that NVIDIA’s extraordinary performance – from its dominance in AI chips to its trillion-dollar market valuation – isn’t accidental but the direct result of maintaining impossibly high standards. In an era where many companies struggle to balance employee satisfaction with performance demands, Huang’s philosophy offers a provocative counterpoint: that truly transformational companies may require leaders who are willing to be uncomfortable to work for, as long as they’re working toward something genuinely extraordinary.