If you don't need it yourself, and you're building something that someone else needs, realize you're at a big disadvantage.
... you want to be proud of how much you can get done with a small numbers of employees.
Here's a good rule of thumb: don't worry about a competitor at all, until they're actually beating you with a real shipped product.
You really want to know your cofounders for a while, ideally years.
Facebook has this famous poster that says move fast and break things. But at the same time they manage to be obsessed with quality.
You should be able to describe any employee as an animal at what they do.
For most of the early hires you make in a startup, experience doesn't matter very much, and you should go for aptitude.
If you don't love and believe in what you're building, you're likely to give up at some point along the way.
The company just needs to see you as like this maniacal execution machine.
A board member of mine used to say sales fix everything in a startup, and that is really true.
For early employees you want people that have somewhat of a risk-taking attitude.
More important than starting any startup, is getting to know a lot of potential co-founders.
No growth hack, brilliant marketing idea, or sales team can save you long term if you don't have a sufficiently good product.
One thing that founders forget is that after they hire employees, they have to retain them.
You have to save the vision speeches for when the company is winning. When you're not winning, you just have to get momentum back.
If you compromise in the first five, ten hires it might kill the company.
At the beginning, you should only hire when you have a desperate need to.
Keep salaries low and equity high. Keep the organization as flat as you can.
Remember that you are more likely to die because you execute badly than get crushed by a competitor.
You have to be decisive. Indecisiveness is a startup killer.
Founders need to figure out what the message of the company is going to be.
In YC's case, the number one cause of early death for startups is cofounder blowups.
Why now, why is this the perfect time for this particular idea, and to start this particular company?
Unfortunately the trick to great execution is to say no a lot.
In general don't start a startup you're not willing to work on for ten years.
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