The best people know that they should join a rocketship.
Remember that you are more likely to die because you execute badly than get crushed by a competitor.
One thing that founders always underestimate is how hard it is to recruit.
To get the very best people- they have a lot of great options, and so it can easily take a year to recruit someone.
The company just needs to see you as like this maniacal execution machine.
You also want to fire people who a) create office politics, and b) who are persistently negative.
Be suspicious of any work that is not building product or getting customers.
Wait to start a startup until you come up with an idea that you feel compelled to explore.
Mediocre founders spend a lot of time talking about grand plans, but they never quite make a decision.
You have to be decisive. Indecisiveness is a startup killer.
A small communication breakdown is enough for everyone to be working on slightly different things. And then you loose focus.
The best source by far for hiring is people that you already know and people that other employees in the company already know.
1 of the hardest parts about being a founder, is that there are a 100 important things competing for your attention each day.
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.
You should be giving out a lot of equity to your employees.
If it takes more than a sentence to explain what you are doing, it's almost always a sign that what you are doing is too complicated.
Why couldn't it have been done 2 years ago, and why will 2 years in the future be too late?
What being a founder means, is signing up for this years long grind on execution - and you can't outsource this.
The natural state of a start-up is to die; most start-ups require multiple miracles in their early days to escape this fate.
I think as a rough estimate, you should aim to give about 10% of the company to the first 10 employees.
Every first time founder waits too long, everyone hopes that an employee will turn around. But the right answer is to fire fast.
It's better to have no cofounder than to have a bad cofounder, but it's still bad to be a solo founder.
If you compromise in the first five, ten hires it might kill the company.
... how much time you should be spending on hiring? The answer is 0 or 25 percent.
I care much more about the growth rate of the market than it's current size and I also care if there's any reason it's going to top out.
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