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As you grow, it feels hopelessly corporate but it really is worth putting in place these compensation bands.

Sam Altman

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Sam Altman
Age: 39
Born: 1985
Born: April 22
Entrepreneur
Chicago
Illinois
Samuel H. Altman
Samuel Altman
Putting
Band
Worth
Grow
Grows
Hopelessly
Place
Compensation
Feels
Bands
Really
Corporate

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The startups that do well are the ones that are working all the time.
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If you compromise and hire someone mediocre you will always regret it.
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Because so few people make an actual long term commitment to what they're building, the ones that do have a huge advantage.
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For most of the early hires you make in a startup, experience doesn't matter very much, and you should go for aptitude.
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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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... 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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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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1 of the hardest parts about being a founder, is that there are a 100 important things competing for your attention each day.
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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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It's easy to move fast or be obsessed with quality, but the trick is you have to do both at a startup.
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One thing that founders always underestimate is how hard it is to recruit.
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Founders need to figure out what the message of the company is going to be.
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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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Employees will only add more value over time.
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Be suspicious of any work that is not building product or getting customers.
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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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If you pivot, do it fully and with conviction. The worst thing is to try to do a bit of the old and the new-it's hard to kill your babies.
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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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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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