During a conversation with Stripe CEO Patrick Collison at Stripe Sessions, OpenAI CEO Sam Altman revealed his intense daily communication habits. Altman stated that he personally sends messages to several hundred OpenAI employees every day through text, Slack, and other media. He clarified that these interactions are brief, often consisting of only one or two messages, and are not generated by AI agents. Altman noted that this direct approach provides him with valuable context in diffuse ways that help guide the company. Calculations based on his comments suggest Altman sends approximately 39,000 messages annually, assuming a standard five-day workweek. This figure is particularly notable given his reported preference for working in Napa Valley, an area where cell service is unavailable. Despite his personal aversion to the platform, Altman admitted he hates Slack but cannot envision a world without instant messaging tools like it. He emphasized that returning to traditional email or older communication methods is not a viable option for the company's speed and efficiency. Regarding his management philosophy, Altman described himself as not being a hands-on manager. His style involves hiring exceptional talent and providing them with high-level direction, allowing the team to execute independently. However, he acknowledged that OpenAI is transitioning into a third era. The company initially functioned as a research lab pursuing artificial general intelligence, later adding consumer products to its portfolio. Now, it faces the massive challenge of building a large-scale token infrastructure for the world. Altman observed that this shift requires a fundamentally different skill set and management approach than his previous roles in research or product development. He noted that he underestimated how drastically his style would need to evolve moving from phase one to phase two. He suspects the upcoming phase three will require yet another adaptation. Acknowledging that this new scale may not fit his natural management style, Altman outlined three potential solutions: hiring new leaders who possess the necessary skills, finding a new way to operate, or developing AI systems capable of managing this expanded operation. Ultimately, he recognizes that the company's growth will demand significant changes in how leadership is structured and executed.