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Momentum and growth are the lifeblood of startups. This is probably in the top three secrets of executing well.

Sam Altman

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Sam Altman
Age: 39
Born: 1985
Born: April 22
Entrepreneur
Chicago
Illinois
Samuel H. Altman
Samuel Altman
Momentum
Secrets
Growth
Probably
Secret
Three
Wells
Lifeblood
Well
Executing

More quotes by Sam Altman

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The thing that kills startups at some level, is the founders giving up.
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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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You have to let your team get all the credit for all the good stuff that happens, and you take responsibility for the bad stuff.
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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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Unfortunately the trick to great execution is to say no a lot.
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At the beginning, you should only hire when you have a desperate need to.
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Cofounder relationships are among the most important in the entire company.
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Another way of looking at this, is that the best companies are almost always mission oriented.
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1 of the hardest parts about being a founder, is that there are a 100 important things competing for your attention each day.
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... the thing we see wrong with YC apps most frequently, is that people have not thought about the market first and what people want first.
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A board member of mine used to say sales fix everything in a startup, and that is really true.
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You should think about for the next 10 years, you're going to be giving out 3-5% of the company every year.
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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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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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If someone is getting every decision wrong, that's when you need to act, and at that point it'll be painfully aware to everyone.
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I really believe that the single hardest thing in business is building a company that does repeatable innovation... and just has this ongoing culture of excellence as it grows.
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The role of the board is advice and consent. If the CEO does not lay out a clear strategy and tries to get the board to set one, it will usually end in disaster.
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In addition to relentlessly resourceful, you want a tough and a calm cofounder.
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The most important thing is that there is clear reporting structure and everyone knows what it is.
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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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