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In the early stage of a startup, hiring senior people is usually a mistake. You just want people that get stuff done.

Sam Altman

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Sam Altman
Age: 39
Born: 1985
Born: April 22
Entrepreneur
Chicago
Illinois
Samuel H. Altman
Samuel Altman
Done
People
Hiring
Senior
Early
Usually
Stage
Mistake
Stuff

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Everyone starting a startup for the first time is scared, and everyone feels like a bit of an imposter.
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Great execution towards a terrible idea will get you nowhere.
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If you compromise and hire someone mediocre you will always regret it.
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The startups that do well are the ones that are working all the time.
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Starting a business is like riding a wave between life and death. If you can hang on long enough, you're bound to succeed
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When lack of structure fails, it fails all at once. What works totally fine from 0-20 employees, is disastrous at 30.
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Or a way to stay on strangers couches, that just sounds terrible all around.
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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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... 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 need conviction in your own beliefs, and the willingness to ignore others naysaying.
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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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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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As you grow, it feels hopelessly corporate but it really is worth putting in place these compensation bands.
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Press releases are easier to write than code, and that is still easier than making a great product.
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At the beginning, you should only hire when you have a desperate need to.
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It really is true that you become an average of the people you spend the most time with.
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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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... 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.
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We talk to a team they've gotten new things done, that's the best predictor we have that a company will be successful.
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So you should always stay on top of people's vesting schedules.
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