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You have to be decisive. Indecisiveness is a startup killer.

Sam Altman

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Sam Altman
Age: 39
Born: 1985
Born: April 22
Entrepreneur
Chicago
Illinois
Samuel H. Altman
Samuel Altman
Indecisiveness
Decisive
Killer
Killers

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The best people know that they should join a rocketship.
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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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Some day everyone will find out everyone else's comp, if it's all over the place, it will be a complete meltdown disaster
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You should be able to describe any employee as an animal at what they do.
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Everyone starting a startup for the first time is scared, and everyone feels like a bit of an imposter.
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You're saying no ninety-seven times out of a hundred, and most founders find they have to make a very conscious effort to do this.
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... but actually it sucks to have a lot of employees, and you should be proud of how few employees you have.
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The most common post YC failure case for the companies we fund, is they're incredibly focussed during YC on their company... and after they start doing a lot of other things. They advise companies, they go to conferences, whatever.
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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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No matter what you choose, build stuff and be around smart people.
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You also want to fire people who a) create office politics, and b) who are persistently negative.
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Every company has a rocky beginning.
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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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Great execution towards a terrible idea will get you nowhere.
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Founders need to figure out what the message of the company is going to be.
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You don't need to make the structure complicated, in fact you shouldn't. All you need is for every employee to know who their manager is.
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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.
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In addition to relentlessly resourceful, you want a tough and a calm cofounder.
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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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If it works out, you're going to be working on this for 10 years.
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