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It really is true that you become an average of the people you spend the most time with.
Sam Altman
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Sam Altman
Age: 39
Born: 1985
Born: April 22
Entrepreneur
Chicago
Illinois
Samuel H. Altman
Samuel Altman
Really
Time
People
Average
Spend
True
Become
More quotes by Sam Altman
If you compromise and hire someone mediocre you will always regret it.
Sam Altman
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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You cannot create a market that doesn't want to exist.
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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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... for the top twenty most valuable YC companies, all of them have at least two founders.
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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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One of the great and terrible things about starting a start up is that you get no credit for trying.
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Growth solves (nearly) all problems
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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 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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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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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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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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The way to have a company that executes well is you have to execute well yourself.
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Remember that the idea will expand, and become more ambitious as you go.
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Be suspicious of any work that is not building product or getting customers.
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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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The role of the board is advice and consent. If the CEO does not lay out a clear strategy and tries to get the board to set one, it will usually end in disaster.
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You need to figure out what the 2 or 3 most important things are, and then just do those.
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You need to have a culture where people have very high quality standards in everything the company does, but still move quickly.
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