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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
Lifeblood
Wells
Executing
Well
Momentum
Secrets
Growth

More quotes by Sam Altman

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Most investors are obsessed with the market size today and they don't think about how the market is going to evolve.
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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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Startups are very hard no matter what you do you may as well go after a big opportunity.
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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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The startups that do well are the ones that are working all the time.
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I believe in fighting with investors to reduce the amount of equity they get and then being as generous as you possibly can with employees.
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You want to sound crazy, but you want to actually be right.
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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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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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What being a founder means, is signing up for this years long grind on execution - and you can't outsource this.
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If you compromise in the first five, ten hires it might kill the company.
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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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Founders are usually very stingy with equity to employees and very generous with equity to investors. I think this is totally backwards.
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You need conviction in your own beliefs, and the willingness to ignore others naysaying.
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... if you talk to say any of the first 40 or 50 employees, they all feel like they were a part of the founding of the company.
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For most software startups, this translates to keep growing. For hardware startups, it translates to don't let your ship date slip.
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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 also want to fire people who a) create office politics, and b) who are persistently negative.
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The best people know that they should join a rocketship.
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The single word that matters most I think to keep the company productive as it grows is alignment.
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