More than anything else, I had to combat the barriers, and we tore down those barriers. I just had to set a sail against the wind, those strong winds, to end segregation and racial discrimination, but somehow, in some way, I didn’t let those barriers keep me down.

The second filter is to gravitate towards working on hard things. I’d love to tell you I was an immediate success after leaving Stanford… I wasn’t. Even a decade later, I felt like I wasn’t on the right path, and it took me a while to find my footing. Until I applied to Google. I had my final interview there in 2004, it was April Fool’s Day and the day Gmail launched. So when my interviewers asked me about it, I wasn’t sure if it was a joke or a real product. That’s because at the time, one gigabyte of free storage for everyone felt super ambitious, and almost impossible. A couple years into the job, I got my chance to work on a seemingly impossible problem, too. It was around this time that the internet was moving into a new phase. The web was evolving from simple web pages to rich applications. There was a group of us that felt we could reimagine the browser to be much better and faster, and we had an early prototype that we thought was pretty good. Internally there was a consensus that building a browser would be incredibly difficult, requiring hundreds of engineers; we had a group of about ten. The consensus was right. It was going to be really hard. In some ways we were naive, and it's good to be a bit irrational when you approach new things. And in 2008, we launched what we thought was a great browser. We had eight million users in the first twenty-four hours, and the reviews were really positive. And then user growth stagnated. After a year, we had around two percent share. I remember Steve Ballmer, the CEO of Microsoft, made fun of Chrome in an interview and called it a rounding error. It could have been demoralizing. But with that California optimism, I told the team that the fact he went out of his way to dismiss us meant we were doing something right. We kept going, setting highly aggressive stretch goals to keep the team pushing. We rapidly iterated, shipping the browser every six weeks while others shipped one maybe every six months to a year. Success began to follow. Working on hard things has taught me a lot: It typically attracts other great and optimistic people. And even if you miss meeting the high goals you set, you’ll still achieve something great. So when you have the choice to work on something hard — say yes. Do what excites you

In terms of this issue of these industrial gases affecting the environment, at the beginning the road was not easy, because we were suggesting that society had to change, that industries had to do something different than they were doing at that time. And of course, initially we did not meet with a good reception to these ideas from industry. And even from the scientific community — even though our ideas were well received in the small group of specialists in what we were doing — it was not necessarily well received by the scientific community at large. So we really had to continue doing as good a science as we could, and at the same time trying to well communicate our conviction that it was something important, something that had to change in the way society was functioning.

Myself, I love the imagery of struggle. I sometimes wish I were suffering in a good cause, or risking my life for the good of others, instead of just being a gravely endangered patient. Allow me to inform you, though, that when you sit in a room with a set of other finalists, and kindly people bring a huge transparent bag of poison and plug it into your arm, and you either read or don’t read a book while the venom sack gradually empties itself into your system, the image of the ardent soldier or revolutionary is the very last one that will occur to you. You feel swamped with passivity and impotence: dissolving in powerlessness like a sugar lump in water.

When I was 16 years old, I read the book from Hans Selye. Hans Selye is a Canadian scientist, but he was Hungarian so his book was translated to Hungarian. His mantra was that you have to focus on things that you can change. Many young ones are giving up because they can see that their friends or their colleagues are advancing, and it seems that they do less and somehow, they get higher salary and promoted. I told that if you notice that then you already took away your attention what you can change. Because you cannot change that.