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Developing a personal connection with anyone you're trying to do a big deal with is really important.

Sam Altman

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Sam Altman
Age: 39
Born: 1985
Born: April 22
Entrepreneur
Chicago
Illinois
Samuel H. Altman
Samuel Altman
Bigs
Important
Connection
Trying
Developing
Really
Connections
Deal
Deals
Personal
Anyone

More quotes by Sam Altman

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At the beginning, you should only hire when you have a desperate need to.
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One thing that founders always underestimate is how hard it is to recruit.
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One thing I tell startups all the time is that the best way to grow is to make their product better.
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The other piece besides focus for execution is intensity. Startups only work at a fairly intense level.
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... you want to be proud of how much you can get done with a small numbers of employees.
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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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If you don't need it yourself, and you're building something that someone else needs, realize you're at a big disadvantage.
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I believe in fighting with investors to reduce the amount of equity they get and then being as generous as you possibly can with employees.
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Don't let the company get distracted or excited about other things. A common mistake is that companies get excited by their own PR.
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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
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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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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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Unpopular but right is what you're going for.
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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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You cannot create a market that doesn't want to exist.
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Startups are not the best choice for work-life balance, and that's sort of just the sad reality.
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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.
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Most founders have not managed people before, and they certainly haven't managed managers.
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Before product/market fit, your only job that matters is to build a great product.
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The most common post YC failure case for the companies we fund, is they're incredibly focussed during YC on their company... and after they start doing a lot of other things. They advise companies, they go to conferences, whatever.
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