Quote

You can create value with breakthrough innovation, incremental refinement, or complex coordination. Great companies often do two of these. The very best companies do all three.

Sam Altman

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Sam Altman
Age: 39
Born: 1985
Born: April 22
Entrepreneur
Chicago
Illinois
Samuel H. Altman
Samuel Altman
Values
Breakthrough
Often
Complexes
Three
Complex
Two
Companies
Best
Innovation
Great
Value
Incremental
Create
Coordination
Company
Refinement

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Growth and momentum are what a startup lives on and you always have to focus on maintaining these.
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You only get points when you make something the market wants. So if you work really hard on the wrong things, no one will care.
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Aim to be the best in the world at whatever you do professionally. Even if you miss, you'll probably end up in a pretty good place.
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Ideas by themselves are not worth anything, only executing well is what creates value.
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Obsess about the quality of the product.
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... for the top twenty most valuable YC companies, all of them have at least two founders.
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Be suspicious of any work that is not building product or getting customers.
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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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Most of the best hires that I've made in my entire life have never done that thing before.
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The thing that kills startups at some level, is the founders giving up.
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You can basically change everything in a startup but the market.
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Most founders have not managed people before, and they certainly haven't managed managers.
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The hard part is that this is a very fine line. There's right on one side of it, and crazy on the other.
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Founders are usually very stingy with equity to employees and very generous with equity to investors. I think this is totally backwards.
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You have to be decisive. Indecisiveness is a startup killer.
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If it takes more than a sentence to explain what you are doing, it's almost always a sign that what you are doing is too complicated.
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You need conviction in your own beliefs, and the willingness to ignore others naysaying.
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In general, it's best if you're building something that you yourself need.
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A board member of mine used to say sales fix everything in a startup, and that is really true.
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