The thing that kills startups at some level, is the founders giving up.
... and you can only have 2 or 3 things everyday, because everything else will just come at you; you know fires in a day.
If it works out, you're going to be working on this for 10 years.
In the early days of a startup, people's compensation is whatever you negotiate with a founder and it's all over the place.
I myself used to believe ideas didn't matter that much, but I'm very sure that's wrong now.
You can basically change everything in a startup but the market.
If you compromise and hire someone mediocre you will always regret it.
Developing a personal connection with anyone you're trying to do a big deal with is really important.
... if you talk to say any of the first 40 or 50 employees, they all feel like they were a part of the founding of the company.
... but actually it sucks to have a lot of employees, and you should be proud of how few employees you have.
You want an idea about what you can say. I know it sounds like a bad idea but here's specifically why its actually a great one. You want to sound crazy but you want to ask to be right.
If you want something in a deal, just ask for it.
Share results (financial and key metrics) with the company every month.
If someone is choosing between joining McKinsey or your startup it's very unlikely they're going to work out at the startup.
You have to let your team get all the credit for all the good stuff that happens, and you take responsibility for the bad stuff.
There's at least a hundred times more people with great ideas than people that are willing to put in the effort to execute them well.
... you can think about that for everyone you hire: will I bet the future of this company on this single hire? And that's a tough bar.
In YC experience, 2 or 3 co-founders seems to be about perfect.
Companies that I've been very involved with, that have had a very bad first hire in the first 3 or so employees never recover from it.
Most of the best hires that I've made in my entire life have never done that thing before.
Be suspicious of any work that is not building product or getting customers. It's easy to get sucked into an infrastructure rewrite death spiral.
The most common post YC failure case for the companies we fund, is they're incredibly focussed during YC on their company... and after they start doing a lot of other things. They advise companies, they go to conferences, whatever.
It's become popular in recent years to say that the idea doesn't matter.
Most investors are obsessed with the market size today and they don't think about how the market is going to evolve.
Some day everyone will find out everyone else's comp, if it's all over the place, it will be a complete meltdown disaster
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