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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
Probably
Secret
Three
Wells
Lifeblood
Well
Executing
Momentum
Secrets
Growth

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Aim to be the best in the world at whatever you do professionally. Even if you miss, you'll probably end up in a pretty good place.
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You need unstoppable people. You want people that are just going to get it done.
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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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... 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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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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Most good founders that I know at any given time have a set of small overarching goals for the company that everybody in the company knows.
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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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You need conviction in your own beliefs, and the willingness to ignore others naysaying.
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Most of the best hires that I've made in my entire life have never done that thing before.
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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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Obsess about the quality of the product.
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These all sounded really bad, but they turned out to be good. If they had sounded really good, there would have been too many people working on them.
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You can have a startup and one other thing, you can have a family, but you probably can't have many other things.
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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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You want to sound crazy, but you want to actually be right.
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If you pivot, do it fully and with conviction. The worst thing is to try to do a bit of the old and the new-it's hard to kill your babies.
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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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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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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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