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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.
Sam Altman
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Sam Altman
Age: 39
Born: 1985
Born: April 22
Entrepreneur
Chicago
Illinois
Samuel H. Altman
Samuel Altman
Generous
Totally
Stingy
Usually
Equity
Team
Employees
Think
Founders
Thinking
Backwards
Investors
Employee
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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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When it comes to starting startups, in many ways, it's easier to start a hard startup than an easy startup.
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One thing that founders always underestimate is how hard it is to recruit.
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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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... and you can only have 2 or 3 things everyday, because everything else will just come at you you know fires in a day.
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One thing that founders forget is that after they hire employees, they have to retain them.
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Cofounder relationships are among the most important in the entire company.
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To get the very best people- they have a lot of great options, and so it can easily take a year to recruit someone.
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Some day everyone will find out everyone else's comp, if it's all over the place, it will be a complete meltdown disaster
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Be suspicious of any work that is not building product or getting customers.
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The thing that kills startups at some level, is the founders giving up.
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Be suspicious of any work that is not building product or getting customers. It's easy to get sucked into an infrastructure rewrite death spiral.
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In YC's case, the number one cause of early death for startups is cofounder blowups.
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The natural state of a start-up is to die most start-ups require multiple miracles in their early days to escape this fate.
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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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If you compromise and hire someone mediocre you will always regret it.
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You can create value with breakthrough innovation, incremental refinement, or complex coordination. Great companies often do two of these. The very best companies do all three.
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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 want something in a deal, just ask for it.
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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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