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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.
Sam Altman
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Sam Altman
Age: 39
Born: 1985
Born: April 22
Entrepreneur
Chicago
Illinois
Samuel H. Altman
Samuel Altman
Side
Crazy
Sides
Lines
Part
Right
Hard
Line
Fine
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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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... fire fast when it's not working. It's better for the company, it's also better for the employee.
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Don't let the company get distracted or excited about other things. A common mistake is that companies get excited by their own PR.
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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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The biggest PR hack you can do, is not hire a PR firm.
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If someone is getting every decision wrong, that's when you need to act, and at that point it'll be painfully aware to everyone.
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A single mediocre hire in the first five will often in fact kill a startup.
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... for the top twenty most valuable YC companies, all of them have at least two founders.
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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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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 this sort of a tailwind to make a startup successful.
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The most common post YC failure case for the companies we fund, is they're incredibly focussed during YC on their company... and after they start doing a lot of other things. They advise companies, they go to conferences, whatever.
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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 should always know how you're doing against your metrics. You should always have a weekly review meeting every week.
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