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You don't need to make the structure complicated, in fact you shouldn't. All you need is for every employee to know who their manager is.

Sam Altman

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Sam Altman
Age: 39
Born: 1985
Born: April 22
Entrepreneur
Chicago
Illinois
Samuel H. Altman
Samuel Altman
Fact
Facts
Need
Manager
Needs
Employee
Every
Managers
Make
Shouldn
Complicated
Structure

More quotes by Sam Altman

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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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The most important thing is that there is clear reporting structure and everyone knows what it is.
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So it's worth some real up front time to think through the long term value and the defensibility of the business.
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As you grow, it feels hopelessly corporate but it really is worth putting in place these compensation bands.
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For most software startups, this translates to keep growing. For hardware startups, it translates to don't let your ship date slip.
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Momentum and growth are the lifeblood of startups. This is probably in the top three secrets of executing well.
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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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You're saying no ninety-seven times out of a hundred, and most founders find they have to make a very conscious effort to do this.
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Employees will only add more value over time.
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Another way of looking at this, is that the best companies are almost always mission oriented.
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One of the biggest advantages that start ups have is execution speed and you have to have this relentless operating rhythm.
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If it works out, you're going to be working on this for 10 years.
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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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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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One of the great and terrible things about starting a start up is that you get no credit for trying.
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In general, it's best if you're building something that you yourself need.
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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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Firing people is one of the worst parts of running a company. Actually in my own experience, I think it is the worst.
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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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Great execution towards a terrible idea will get you nowhere.
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