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... for the top twenty most valuable YC companies, all of them have at least two founders.

Sam Altman

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Sam Altman
Age: 39
Born: 1985
Born: April 22
Entrepreneur
Chicago
Illinois
Samuel H. Altman
Samuel Altman
Twenties
Valuable
Team
Least
Company
Two
Founders
Twenty
Companies

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Another way of looking at this, is that the best companies are almost always mission oriented.
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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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Developing a personal connection with anyone you're trying to do a big deal with is really important.
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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.
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The other piece besides focus for execution is intensity. Startups only work at a fairly intense level.
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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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In addition to relentlessly resourceful, you want a tough and a calm cofounder.
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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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In YC's case, the number one cause of early death for startups is cofounder blowups.
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You need to figure out what the 2 or 3 most important things are, and then just do those.
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Most founders have not managed people before, and they certainly haven't managed managers.
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Press releases are easier to write than code, and that is still easier than making a great product.
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You should always know how you're doing against your metrics. You should always have a weekly review meeting every week.
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You really want to know your cofounders for a while, ideally years.
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The startups that do well are the ones that are working all the time.
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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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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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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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You need unstoppable people. You want people that are just going to get it done.
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... you want to be proud of how much you can get done with a small numbers of employees.
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