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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

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Ideas by themselves are not worth anything, only executing well is what creates value.
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Be suspicious of any work that is not building product or getting customers.
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Most founders have not managed people before, and they certainly haven't managed managers.
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The startups that do well are the ones that are working all the time.
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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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For most software startups, this translates to keep growing. For hardware startups, it translates to don't let your ship date slip.
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You really want to know your cofounders for a while, ideally years.
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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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It really is true that you become an average of the people you spend the most time with.
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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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... 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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The most important thing is that there is clear reporting structure and everyone knows what it is.
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You also want to fire people who a) create office politics, and b) who are persistently negative.
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A board member of mine used to say sales fix everything in a startup, and that is really true.
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Obsess about the quality of the product.
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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 should always know how you're doing against your metrics. You should always have a weekly review meeting every week.
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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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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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I think as a rough estimate, you should aim to give about 10% of the company to the first 10 employees.
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