Chang views the Greek myth of Sisyphus—endlessly rolling a boulder uphill—not as a punishment but as an inspirational story. He argues that in any difficult situation, you have a choice: complain about it, or decide you are going to perform the task better than anyone else has.
In a culture obsessed with hyperbolic "best of" lists, David Chang advises consumers to focus on supporting local businesses that are simply "good." He argues that "good's pretty goddamn amazing" and that the survival of these neighborhood establishments is more important than constantly chasing elite experiences.
Chang believes two Michelin stars is the ideal rating for a restaurant. Unlike the immense pressure of maintaining a perfect three-star rating where "you can only go down," a two-star rating keeps the team hungry and motivated to innovate in pursuit of the third.
Guy Kawasaki identifies successful founders like Steve Jobs and David Chang as being both "plumbers" (handling the messy, operational details like cleaning up literal shit) and "poets" (driving the grand, artistic vision). Excelling at only one without the other is insufficient for building a remarkable company.
David Chang explains that while food service is inherently unscalable, high-end, exclusive dining experiences are scaling. The scarcity, amplified by social media, creates massive demand and "cultural currency," allowing these unique businesses to expand and increase prices, creating a barbell effect in the market.
David Chang promoted Marge Mariscal from intern to CEO over eight years, betting on her future potential rather than her existing resume. The key trait he identified was that she cared more deeply about the business than anyone else, a quality he believes cannot be taught.