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Some day everyone will find out everyone else's comp, if it's all over the place, it will be a complete meltdown disaster

Sam Altman

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Sam Altman
Age: 39
Born: 1985
Born: April 22
Entrepreneur
Chicago
Illinois
Samuel H. Altman
Samuel Altman
Complete
Everyone
Else
Place
Find
Comp
Meltdown
Meltdowns
Disaster

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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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The best people know that they should join a rocketship.
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In the beginning of a company, there is no management and this actually works really well.
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These all sounded really bad, but they turned out to be good. If they had sounded really good, there would have been too many people working on them.
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Or a way to stay on strangers couches, that just sounds terrible all around.
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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 need conviction in your own beliefs, and the willingness to ignore others naysaying.
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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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The way to have a company that executes well is you have to execute well yourself.
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To get the very best people- they have a lot of great options, and so it can easily take a year to recruit someone.
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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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Be suspicious of any work that is not building product or getting customers. It's easy to get sucked into an infrastructure rewrite death spiral.
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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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Later, you should learn to hire fast and scale up the company, but in the early days the goal should be not to hire. Not to hire.
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The natural state of a start-up is to die most start-ups require multiple miracles in their early days to escape this fate.
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One thing that often disrupts momentum and really shouldn't is competitors.
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Unfortunately the trick to great execution is to say no a lot.
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If it works out, you're going to be working on this for 10 years.
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You have to save the vision speeches for when the company is winning. When you're not winning, you just have to get momentum back.
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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.
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