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... and you can only have 2 or 3 things everyday, because everything else will just come at you you know fires in a day.

Sam Altman

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Sam Altman
Age: 39
Born: 1985
Born: April 22
Entrepreneur
Chicago
Illinois
Samuel H. Altman
Samuel Altman
Fire
Else
Everything
Come
Things
Fires
Everyday

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Most good founders that I know at any given time have a set of small overarching goals for the company that everybody in the company knows.
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The way to have a company that executes well is you have to execute well yourself.
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For most of the early hires you make in a startup, experience doesn't matter very much, and you should go for aptitude.
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The best ideas often look terrible at the beginning the truly good ideas, don't seem like they're worth stealing.
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You need to figure out what the 2 or 3 most important things are, and then just do those.
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You should always know how you're doing against your metrics. You should always have a weekly review meeting every week.
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It really is true that you become an average of the people you spend the most time with.
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As you grow, it feels hopelessly corporate but it really is worth putting in place these compensation bands.
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The company just needs to see you as like this maniacal execution machine.
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You can basically change everything in a startup but the market.
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We talk to a team they've gotten new things done, that's the best predictor we have that a company will be successful.
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You don't get to make their decisions but you do get to choose the decision makers.
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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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Growth and momentum are what a startup lives on and you always have to focus on maintaining these.
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Most founders have not managed people before, and they certainly haven't managed managers.
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Whatever the founder cares about, whatever the founders think are the key goals, that's going to be what the whole company focusses on.
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The startups that do well are the ones that are working all the time.
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If you don't need it yourself, and you're building something that someone else needs, realize you're at a big disadvantage.
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... you want to be proud of how much you can get done with a small numbers of employees.
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