At the beginning, you should only hire when you have a desperate need to.
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.
You really want to know your cofounders for a while, ideally years.
Keep salaries low and equity high. Keep the organization as flat as you can.
You should be giving out a lot of equity to your employees.
In general don't start a startup you're not willing to work on for ten years.
The best people know that they should join a rocketship.
It's better to have no cofounder than to have a bad cofounder, but it's still bad to be a solo founder.
Every first time founder waits too long, everyone hopes that an employee will turn around. But the right answer is to fire fast.
Someday, you need to build a business that's difficult to replicate. This is an important part of a good idea.
Cofounder relationships are among the most important in the entire company.
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.
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.
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.
What being a founder means, is signing up for this years long grind on execution - and you can't outsource this.
If you compromise in the first five, ten hires it might kill the company.
At YC we have this public phrase, and it's relentlessly resourceful.
To get the very best people- they have a lot of great options, and so it can easily take a year to recruit someone.
Good startups usually take 10 years.
One of the great and terrible things about starting a start up is that you get no credit for trying.
The company just needs to see you as like this maniacal execution machine.
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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