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The architect behind Claude Code reveals the three things Anthropic looks for in a good hire



Anthropic is one of the biggest innovators in the trillion-dollar AI industry, having just gone public at a staggering $965 billion valuation, and cemented Claude as one of the most capable assistants on the market. As one of the hottest employers of the AI wave, it has applicants streaming in for six-figure roles. Now, the architect behind Anthropic’s Claude Code, Boris Cherny, just revealed three ways to stand out when applying at the tech giant. 

“Number one, we like generalists, because they have context across more than just engineering,” Cherny recently said onstage at Fortune’s Brainstorm Tech conference. “We love people that have context across engineering and design, engineering and product, data science and design.”

While Anthropic is on the hunt for talent that are jack-of-all-trades, it’s also on the lookout for applicants consumed by their own intellect. 

Cherny said his second hiring rule is picking candidates with a “low ego,” joining a chorus of CEOs turning away applicants for being too big for their britches. And the AI creator adds that curating a hard-working team of humble employees fosters trusted collaboration among all coworkers. 

“Ego just gets in the way of stuff,” Cherny continues. “You want to be okay and safe shipping an idea that might turn out to be bad. It’s not your fault, it’s okay to be wrong.”

The Claude Code architect adds one last requirement to his hiring line-up: being able to admit failure, and move on. The characteristic feeds back into that “low ego” archetype of talent that embraces criticism from others—especially clients.

“The third thing is we love empiricists. So people that are learning from the data, and that are anchored to reality,” the AI leader said. “Like, ‘I have a brilliant idea, but then I talk to a customer and they told me that I’m wrong. I’m probably wrong.’ And, ‘I should probably throw out that idea and try something else. And that’s okay.’”

Leaders at Chanel, Olipop, and Twilio avoid hiring big egos

Cherny isn’t the only employer allergic to hiring talent with big egos; Ben Goodwin, the CEO and cofounder of probiotic soda brand Olipop, couldn’t agree more. 

The entrepreneur cautioned against hiring professionals that are so focused on their own success that they can’t collaborate: “We cannot hire people whose personal egos are ever bigger than the mission of the team,” Goodwin told CNBC in 2025. 

Claire Isnard, the ex-CPO and COO of luxury fashion house Chanel, is focused on personality when it comes to hiring. The first thing she look for is values, and how they would fit in within the culture of the 116-year-old historic brand. The best candidates hit Chanel’s “high standards” of excellence, integrity, and collaboration, Isnard said. And that includes working together as a team without an inflated sense of pride. 

“If people have big egos and want to work solo or are mercenaries doing things only for the short-term, they’re not going to fit,” Isnard told Fortune last year. 

CEOs also raise an eyebrow when candidates say “I” a lot within interviews. 

Wisp CEO Monica Cepak says when she asks applications about the hardest problem they’ve solved at work, those who never drop the word “we” ultimately “can’t work well in an environment like ours,” the leader said. And Twilio CEO Khozema Shipchandler has echoed the same red flag. 

It may sound counterintuitive to tried-and-true strategies in getting hired; job-seekers are advised to speak on their own accomplishments, so it’s only natural that they reference themselves. But the chief executive of the $32 billion cloud communications platform believes using “I” too often signals that candidates aren’t collaborative or leadership-ready. 

“I don’t really think that demonstrates leadership particularly well. What I do is easy because people are supposed to listen to me. I can bark orders and ideally they follow them,” Shipchandler told Fortune in 2025. “But the hard leadership is when you’re not in charge. How do you get people, through data, passion, charisma, persuasion, to get people to do things? I really try to test for that.”

Xbox CEO went from taking out trash and selling books to the C-suite by ‘obsessing on being great’



When Asha Sharma became CEO of Xbox earlier this year, it wasn’t the culmination of a carefully plotted path to the corner office at one of the world’s biggest gaming brands. If anything, it was a reaffirmation of a philosophy she’d followed for years: instead of dreaming of the future, focus on excelling at the job in front of you.

“I never obsessed on what I wanted to be when I grew up,” Sharma said at Fortune’s Brainstorm Tech conference in Aspen, Colorado, on Tuesday. 

“I only obsessed on what I wanted to do—whether it was selling coupon books or putting on concerts—so I could raise money, so I could have my lunch money…whether it was being the best at taking out the trash at the park that I worked at, I just tried to obsess on being great at what I was doing, so I can earn the next job.” 

That mantra traces back to her roots in the Midwest, where she earned a business degree from the University of Minnesota, and launched a park center for at-risk teenagers in Minneapolis. From there, she built a career that zigzagged through marketing at Microsoft, a COO stint at startup Porch Group, product leadership roles at Meta, and a COO post at Instacart before returning to Microsoft in 2024 as president of CoreAI product.

Each move looked less like a master plan and more like someone who kept proving herself until the next door opened.

Xbox has fallen behind Sony and Nintendo—and Sharma is banking on new energy

Now in her late 30s, Sharma was tapped in February to replace long-serving gaming chief Phil Spencer—a move that raised eyebrows given her non-gaming background. The business she inherited hasn’t exactly been humming: according to Microsoft’s most recent earnings report, Xbox hardware revenue fell 33% year-over-year, with content and services down another 5%. In many ways, Sony’s PlayStation and Nintendo’s Switch have pulled ahead in the console wars, and the pressure on Sharma to reverse course has been loud.

But her early moves have at least injected new energy into the brand. She cut the price of Xbox’s Game Pass service—a widely praised call—and at Brainstorm Tech this week, hinted at new exclusive game offerings and more flexible consumer plans. Her operating philosophy on consumers, she said, mirrors the one that got her to the job: “earn every single player.”

The social media response to her ascent has been broadly warm. “Hiring her may be the single best thing Microsoft has done,” read the top comment on Fortune’s Instagram post of Sharma discussing AI in gaming—racking up more than 5,000 likes.

“I think it’s really special to be the CEO of Xbox,” she concluded on stage with Fortune. “It’s beyond my wildest dreams.”

Like the new leader of Xbox, the CEOs of Costco and Microsoft have embraced flexibility over a 10-year career map

Sharma is part of a broader pattern among business leaders who admit career growth often comes less from chasing titles and more from focusing on excellence in the role already in front of you.

Ron Vachris, now CEO of Costco, has described a similar philosophy in his own rise through the company. Earlier this year, he said advice from his father shaped his approach to career progression: “Don’t chase a title. Don’t chase anything big. Just go make yourself your own success.”

Similarly, the CEO of hotel search company Trivago, Johannes Thomas, said that going with the flow actually can be a secret career unlocker—and it elevated him to the C-suite.

“I never had concrete plans in my life,” Thomas told Fortune last year. “I just followed where the energy was, where my curiosity was.”

“I think the more you stay adaptive and do different things and not be too focused in one thing and not stay in the comfort zone for too long, I think the more likely are your odds of having a thriving future,” Thomas added.

Even Sharma’s boss has echoed that mantra. Speaking with LinkedIn in 2023, Microsoft CEO Satya Nadella said that especially early in his career, he always felt it was important to focus less on the next job—and more on how he can be successful with his current tasks.

“I felt the job I was doing there was the most important thing,” Nadella said. “I genuinely felt it. And then of course it helped me get my next job.”

The best acceleration advice he ever got, he’s said, came from a manager who pushed him to think bigger: “What if you thought of your job not as your job but as my job—and what would you do?”

However, Nadella revealed that some of the best career acceleration advice he ever received came from a manager who encouraged him to expand his view of responsibilities: “‘Hey, what if you did a thought experiment and thought of your job not as your job but as my job, and what would you do?’”



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