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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
Find
Comp
Meltdown
Meltdowns
Disaster
Complete
Everyone
Else
Place

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What being a founder means, is signing up for this years long grind on execution - and you can't outsource this.
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Unpopular but right is what you're going for.
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Growth and momentum are what a startup lives on and you always have to focus on maintaining these.
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You should be able to describe any employee as an animal at what they do.
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You only get points when you make something the market wants. So if you work really hard on the wrong things, no one will care.
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Long term thinking is so rare anywhere, but especially in startups. This is a huge advantage if you do it.
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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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Momentum and growth are the lifeblood of startups. This is probably in the top three secrets of executing well.
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Startups are very hard no matter what you do you may as well go after a big opportunity.
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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.
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Cofounder relationships are among the most important in the entire company.
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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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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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... 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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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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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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The cost of getting an early hire wrong is really high.
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If you have several ideas that all seem pretty good, work on the one that you think about, when you're not trying to think about work.
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AirBnB spent 5 months interviewing their first employee, before they hired someone and in their first year, they only hired 2 people.
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The track record for founders that don't already know each other is really bad.
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