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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.

Sam Altman

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Sam Altman
Age: 39
Born: 1985
Born: April 22
Entrepreneur
Chicago
Illinois
Samuel H. Altman
Samuel Altman
Take
Good
Credit
Team
Responsibility
Stuff
Happens

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... but the pendulum has swung way out of whack here. A bad idea is still bad, and the pivot happy world we're in today feels suboptimal.
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You need conviction in your own beliefs, and the willingness to ignore others naysaying.
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Obsess about the quality of the product.
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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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At the beginning, you should only hire when you have a desperate need to.
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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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No growth hack, brilliant marketing idea, or sales team can save you long term if you don't have a sufficiently good product.
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You can basically change everything in a startup but the market.
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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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Whatever the founder cares about, whatever the founders think are the key goals, that's going to be what the whole company focusses on.
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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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You cannot create a market that doesn't want to exist.
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Unfortunately the trick to great execution is to say no a lot.
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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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Mediocre founders spend a lot of time talking about grand plans, but they never quite make a decision.
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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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You need to figure out what the 2 or 3 most important things are, and then just do those.
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