Great execution is at least 10 times more important and a 100 times harder than a good idea.
No matter what you choose, build stuff and be around smart people.
One thing that founders forget is that after they hire employees, they have to retain them.
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.
There are 3 things I look for when I hire people. Are they smart? Do they get things done? Do I want to spend a lot of time around them?
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.
Unpopular but right is what you're going for.
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.
Study the unusually successful people you know, and you will find them imbued with enthusiasm for their work which is contagious. Not only are they themselves excited about what they are doing, but they also get you excited
One of the great and terrible things about starting a start up is that you get no credit for trying.
Execution gets divided into two key questions: 1) can you figure out what to do and 2) can you get it done.
In general, it's best if you're building something that you yourself need.
Obsess about the quality of the product.
Keep salaries low and equity high. Keep the organization as flat as you can.
It really is true that you become an average of the people you spend the most time with.
You also want to fire people who a) create office politics, and b) who are persistently negative.
The best people know that they should join a rocketship.
In general don't start a startup you're not willing to work on for ten years.
No growth hack, brilliant marketing idea, or sales team can save you long term if you don't have a sufficiently good product.
Someday, you need to build a business that's difficult to replicate. This is an important part of a good idea.
As long as you keep doing the right thing and have the best product, you can beat the bigger company.
More important than starting any startup, is getting to know a lot of potential co-founders.
Most things are not as risky as they seem.
Remember that you are more likely to die because you execute badly than get crushed by a competitor.
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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