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One of the biggest advantages that start ups have is execution speed and you have to have this relentless operating rhythm.

Sam Altman

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Sam Altman
Age: 39
Born: 1985
Born: April 22
Entrepreneur
Chicago
Illinois
Samuel H. Altman
Samuel Altman
Biggest
Advantage
Start
Operating
Advantages
Relentless
Execution
Rhythm
Speed

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The track record for founders that don't already know each other is really bad.
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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 want to sound crazy, but you want to actually be right.
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To get the very best people- they have a lot of great options, and so it can easily take a year to recruit someone.
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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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Another way of looking at this, is that the best companies are almost always mission oriented.
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You need to have a culture where people have very high quality standards in everything the company does, but still move quickly.
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Startups are not the best choice for work-life balance, and that's sort of just the sad reality.
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The way to have a company that executes well is you have to execute well yourself.
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Most founders have not managed people before, and they certainly haven't managed managers.
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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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... but the pendulum has swung way out of whack here. A bad idea is still bad, and the pivot happy world we're in today feels suboptimal.
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Starting a business is like riding a wave between life and death. If you can hang on long enough, you're bound to succeed
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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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Be suspicious of any work that is not building product or getting customers. It's easy to get sucked into an infrastructure rewrite death spiral.
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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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The second part of how to hire: try not to.
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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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The cost of getting an early hire wrong is really high.
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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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