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Don't let the company get distracted or excited about other things. A common mistake is that companies get excited by their own PR.

Sam Altman

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Sam Altman
Age: 39
Born: 1985
Born: April 22
Entrepreneur
Chicago
Illinois
Samuel H. Altman
Samuel Altman
Distracted
Companies
Excited
Mistake
Company
Common
Things

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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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If you compromise in the first five, ten hires it might kill the company.
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... how much time you should be spending on hiring? The answer is 0 or 25 percent.
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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.
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The way to have a company that executes well is you have to execute well yourself.
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Why now, why is this the perfect time for this particular idea, and to start this particular company?
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Developing a personal connection with anyone you're trying to do a big deal with is really important.
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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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I think as a rough estimate, you should aim to give about 10% of the company to the first 10 employees.
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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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You can basically change everything in a startup but the market.
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Remember that the idea will expand, and become more ambitious as you go.
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Press releases are easier to write than code, and that is still easier than making a great product.
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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 should always know how you're doing against your metrics. You should always have a weekly review meeting every week.
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Most founders have not managed people before, and they certainly haven't managed managers.
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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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Later, you should learn to hire fast and scale up the company, but in the early days the goal should be not to hire. Not to hire.
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... you can think about that for everyone you hire: will I bet the future of this company on this single hire? And that's a tough bar.
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