The Gift of Suffering: Lessons from Jensen Huang on Why Pain is Essential for Success

Inspired by Jensen Huang, Founder, President and CEO of NVIDIA, fireside chat with the Cofounder and CEO of Stripe Patrick Collison on leadership in the age of AI.

Ladies and gentlemen, welcome to the grand theatre of corporate suffering, where the pain is real, the lessons are profound, and the CEO is Jensen Huang of NVIDIA Omniverse. Buckle up, because we’re diving headfirst into the philosophy of “ample doses of pain and suffering”.

The Importance of Pain and Suffering in Leadership

Jensen Huang, the CEO of NVIDIA, recently stated:

“I wish upon you ample doses of pain and suffering” (Huang, 2024)

While this might sound like something you’d hear from a medieval torturer, Huang’s point is that true greatness is forged in the fires of adversity. This sentiment is echoed in resilience studies, which suggest that overcoming significant challenges is essential for developing mental toughness and achieving extraordinary success (Seligman, 1991; Duckworth, 2016).

Success is built on nine failures

Learning from Hardship

Huang’s philosophy is that suffering is a potent teacher. It compels individuals to confront their limitations and develop resilience.

“You have to suffer, struggle, and endeavor to do hard things to really appreciate what you’ve done” (Huang, 2024).

This mirrors the findings of Duckworth (2016), who asserts that grit — passion and perseverance for long-term goals — is often built through enduring hardship.

Building a Culture of Resilience

At NVIDIA, Huang has implemented a unique leadership structure that reflects his belief in the transformative power of suffering. By maintaining 60 direct reports and eschewing one-on-one meetings, he ensures transparency and collective learning. Huang’s approach aligns with modern organizational theories that emphasize the importance of shared knowledge and collective resilience (Schein, 2010).

Public Feedback as a Learning Tool

Huang’s practice of giving feedback publicly might seem like a recipe for awkward office moments, but it’s actually a brilliant strategy for fostering a learning culture. “Feedback is learning for everyone. Why should only one person learn from a mistake?” (Huang, 2024). This method encourages openness and shared growth, resonating with Schein’s (2010) principles of organizational culture and leadership.

At NVIDIA, Huang holds regular team meetings where feedback is a central component. These meetings are not just about reviewing performance but also about discussing mistakes and learning opportunities in a constructive manner. Huang’s leadership style ensures that these sessions are not punitive but educational.

There are several benefits of Public Feedback:

• Collective Learning: When feedback is shared publicly, everyone in the organization can learn from one person’s experience. This collective learning accelerates the development of best practices and helps prevent similar mistakes in the future (Schein, 2010).
• Transparency: Public feedback promotes a culture of openness and honesty. It ensures that all team members are aware of the challenges and opportunities faced by their peers, fostering a more collaborative environment (Edmondson, 1999).
• Accountability: When feedback is given publicly, it holds individuals accountable not only to their managers but also to their peers. This can motivate higher performance and adherence to organizational values (Grant, 2013).
• Rapid Problem-Solving: Sharing feedback openly allows for quicker identification and resolution of issues. Team members can collectively brainstorm solutions and offer support, leading to more efficient problem-solving (Hackman, 2002).

An expert is someone who has made all possible mistakes.

From Immigrant to Innovator

Huang’s journey from an immigrant who cleaned bathrooms to a leading tech CEO underscores the value of a strong work ethic and perseverance. His story is a testament to the American Dream, albeit one scrubbed clean of its usual romanticism and replaced with a gritty reality check. “I’ve always found joy in everything I was doing, wanting to do the best I could” (Huang, 2024). This aligns with the principles of learned optimism, where a positive attitude towards one’s tasks fosters resilience and success (Seligman, 1991).

Innovation Through Struggle

One of the most compelling examples of Huang’s philosophy in action is NVIDIA’s development of CUDA (Compute Unified Device Architecture). Initially, CUDA was a financial disaster, but Huang’s unwavering belief in its potential kept the project alive. “We deeply believed that people were wrong and just didn’t appreciate what we built” (Huang, 2024). This perseverance paid off as CUDA eventually became a cornerstone of modern computing, highlighting the value of enduring short-term pain for long-term gain (Christensen, 1997).

The Role of Leaders in Navigating Pain

Leaders play a crucial role in guiding their teams through difficult times. Huang emphasizes the importance of maintaining belief in one’s vision and communicating it clearly to the team. This belief helps in maintaining focus and determination, even when the going gets tough. “I’d rather torture you into greatness because I believe in you” (Huang, 2024). This approach is akin to the tough love often described in coaching literature, where pushing individuals to their limits helps them realize their potential (Gallwey, 2000).

Practical Takeaways

• Accept Challenges: Understand that suffering and hardship are part of the journey to success. Embrace these challenges as opportunities for growth (Duckworth, 2016).
• Learn Publicly: Share feedback and lessons learned from mistakes openly to foster a culture of collective growth and resilience (Schein, 2010).
• Believe in Your Vision:Maintain unwavering belief in your vision, especially when facing setbacks. Communicate this belief to inspire and motivate your team (Christensen, 1997).
• Focus on Long-Term Goals: Recognize that significant achievements often require enduring short-term pain. Stay committed to your long-term goals (Seligman, 1991).

Jensen Huang’s insights offer a powerful reminder that suffering, while uncomfortable, is an essential part of the path to greatness. It builds resilience, fosters innovation, and ultimately leads to deeper satisfaction and accomplishment. By embracing suffering and learning from it, individuals and organizations can achieve extraordinary success.

The best way to succeed is to take action, so go and do it.

Bibliography

• Argyris, C., & Schön, D. A. (1978). Organizational Learning: A Theory of Action Perspective. Addison-Wesley..
• Christensen, C. M. (1997). The Innovator’s Dilemma: When New Technologies Cause Great Firms to Fail. Harvard Business Review Press.
• Duckworth, A. (2016). Grit: The Power of Passion and Perseverance. Scribner.
• Edmondson, A. (1999). Psychological Safety and Learning Behavior in Work Teams. Administrative Science Quarterly, 44(2), 350–383.
• Gallwey, W. T. (2000). The Inner Game of Work: Focus, Learning, Pleasure, and Mobility in the Workplace. Random House.
• Grant, A. (2013). Give and Take: Why Helping Others Drives Our Success. Viking.
• Hackman, J. R. (2002). Leading Teams: Setting the Stage for Great Performances. Harvard Business Review Press.
• Huang, J. (2024). Leading in the Age of AI: A Fireside Chat. Interview by P. Collison, Stripe.
• Schein, E. H. (2010). Organizational Culture and Leadership. Jossey-Bass.
• Seligman, M. E. P. (1991). Learned Optimism: How to Change Your Mind and Your Life. Knopf.