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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.

Sam Altman

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Sam Altman
Age: 39
Born: 1985
Born: April 22
Entrepreneur
Chicago
Illinois
Samuel H. Altman
Samuel Altman
Culture
Stills
Quickly
Doe
Standards
Still
Move
Everything
Company
Need
Quality
Needs
High
People
Moving

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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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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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One thing that founders always underestimate is how hard it is to recruit.
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You have to save the vision speeches for when the company is winning. When you're not winning, you just have to get momentum back.
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The best people know that they should join a rocketship.
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Momentum and growth are the lifeblood of startups. This is probably in the top three secrets of executing well.
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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 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 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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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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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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