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The natural state of a start-up is to die most start-ups require multiple miracles in their early days to escape this fate.
Sam Altman
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Sam Altman
Age: 39
Born: 1985
Born: April 22
Entrepreneur
Chicago
Illinois
Samuel H. Altman
Samuel Altman
Natural
Escape
States
Miracle
Fate
Early
Days
Start
Miracles
Dies
Multiple
State
Require
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For most software startups, this translates to keep growing. For hardware startups, it translates to don't let your ship date slip.
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When it comes to starting startups, in many ways, it's easier to start a hard startup than an easy startup.
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At the beginning, you should only hire when you have a desperate need to.
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In the early stage of a startup, hiring senior people is usually a mistake. You just want people that get stuff done.
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AirBnB spent 5 months interviewing their first employee, before they hired someone and in their first year, they only hired 2 people.
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If you pivot, do it fully and with conviction. The worst thing is to try to do a bit of the old and the new-it's hard to kill your babies.
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Move fast. Speed is one of your main advantages over large companies.
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Unpopular but right is what you're going for.
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Because it's one of these sort of connections between nodes- every pair of people adds communication overhead.
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Or a way to stay on strangers couches, that just sounds terrible all around.
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A small communication breakdown is enough for everyone to be working on slightly different things. And then you loose focus.
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If you want something in a deal, just ask for it.
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As the company grows and about this 25 or so employee size, your main job shifts from building a great product to building a great company.
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So it's worth some real up front time to think through the long term value and the defensibility of the business.
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You don't need to make the structure complicated, in fact you shouldn't. All you need is for every employee to know who their manager is.
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You have to be decisive. Indecisiveness is a startup killer.
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If you have several ideas that all seem pretty good, work on the one that you think about, when you're not trying to think about work.
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You have to let your team get all the credit for all the good stuff that happens, and you take responsibility for the bad stuff.
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