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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.
Sam Altman
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Sam Altman
Age: 39
Born: 1985
Born: April 22
Entrepreneur
Chicago
Illinois
Samuel H. Altman
Samuel Altman
Think
Hire
Thinking
Bars
Tough
Single
Team
Company
Future
Everyone
More quotes by Sam Altman
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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The startups that do well are the ones that are working all the time.
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Every company has a rocky beginning.
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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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... 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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The other piece besides focus for execution is intensity. Startups only work at a fairly intense level.
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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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The most important thing is that there is clear reporting structure and everyone knows what it is.
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A single mediocre hire in the first five will often in fact kill a startup.
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You certainly don't need to have everything figured out in the path from here to world domination.
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One thing I tell startups all the time is that the best way to grow is to make their product better.
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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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Later, you should learn to hire fast and scale up the company, but in the early days the goal should be not to hire. Not to hire.
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Companies that I've been very involved with, that have had a very bad first hire in the first 3 or so employees never recover from it.
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The way to have a company that executes well is you have to execute well yourself.
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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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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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Obsess about the quality of the product.
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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 general though, if you look at the track record of pivots, they don't become big companies.
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