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.
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.
You want to sound crazy, but you want to actually be right.
It really is true that you become an average of the people you spend the most time with.
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.
Because so few people make an actual long term commitment to what they're building, the ones that do have a huge advantage.
In general, it's best if you're building something that you yourself need.
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.
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?
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
For most of the early hires you make in a startup, experience doesn't matter very much, and you should go for aptitude.
Most things are not as risky as they seem.
Execution gets divided into two key questions: 1) can you figure out what to do and 2) can you get it done.
Obsess about the quality of the product.
Startups are not the best choice for work-life balance, and that's sort of just the sad reality.
Unpopular but right is what you're going for.
The natural state of a start-up is to die; most start-ups require multiple miracles in their early days to escape this fate.
If someone is difficult to talk to, if someone cannot communicate clearly, it's a real problem in terms of their likelihood to work out.
A small communication breakdown is enough for everyone to be working on slightly different things. And then you loose focus.
Later, you should learn to hire fast and scale up the company, but in the early days the goal should be not to hire. Not to hire.
You also want to fire people who a) create office politics, and b) who are persistently negative.
One thing that founders forget is that after they hire employees, they have to retain them.
Remember that you are more likely to die because you execute badly than get crushed by a competitor.
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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