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Sam Altman: “Most founders get delegation wrong” “People get delegation wrong one way or the other. Every founder knows that as you scale the company, you need to delegate. But they either do way too much or way too little. And it’s actually quite difficult to do it the...

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53,471 次观看 • 9 天前 •via X (Twitter)

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Patrick Collison on the importance of waiting a really long time to hire people Everybody tells you “work really hard to hire the best people.” But as Patrick explains, that’s not helpful because everyone knows they should do that. As he puts it: “The question is to what length should you go and what does that actually mean in practice? And in practice, it means being okay waiting a really long time to hire people.” It took Stripe six months to hire their first two people, and six more months to hire another 3-4 people. He can think of five people at Stripe who took 3+ years to hire. “If you think about the smartest people you know, if you want to get them to work on your thing, chances are they already have pretty good paths ahead of them… You have to be way more persistent and be okay with it taking way longer than any sane or reasonable person would think it should take.” There’s an important compounding effect here — hiring just one great person will make it marginally easier to get the next great person. Patrick argues you should also view every person you hire as bringing along another 50 people just like them if your company is successful: “Even if they don’t literally hire 50 people, they will be so influential in determining the selection of those 50 people.” Source: Greylock Partners (Nov 2015)
1:54

Patrick Collison on the importance of waiting a really long time to hire people Everybody tells you “work really hard to hire the best people.” But as Patrick explains, that’s not helpful because everyone knows they should do that. As he puts it: “The question is to what length should you go and what does that actually mean in practice? And in practice, it means being okay waiting a really long time to hire people.” It took Stripe six months to hire their first two people, and six more months to hire another 3-4 people. He can think of five people at Stripe who took 3+ years to hire. “If you think about the smartest people you know, if you want to get them to work on your thing, chances are they already have pretty good paths ahead of them… You have to be way more persistent and be okay with it taking way longer than any sane or reasonable person would think it should take.” There’s an important compounding effect here — hiring just one great person will make it marginally easier to get the next great person. Patrick argues you should also view every person you hire as bringing along another 50 people just like them if your company is successful: “Even if they don’t literally hire 50 people, they will be so influential in determining the selection of those 50 people.” Source: Greylock Partners (Nov 2015)

Startup Archive

74,355 次观看 • 3 个月前

Sam Altman on the biggest mistake startup CEOs make when scaling a company “When you’re a Seed or Series A company, you spend a huge amount of effort recruiting, but almost no effort retaining talent — and that is [the right strategy] at the beginning. But if you don’t shift to viewing retaining talent as much of your job as recruiting talent, you eventually have some level of a disaster on your hands.” Sam recalls Mark Zuckerberg speaking at Y Combinator and saying he only hires people he’d report to if the roles were reversed. Sam reflects on this: “If you’re hiring people that are that good — which you should be doing — they have as many opportunities as you do… And so if you don’t make the role good enough that you yourself would stay in it, then you have a hard time retaining your best people for a long period of time.” Sam gives three pieces of tactical advice for CEOs who want to retain their best people: 1. Spend one-on-one time with your best people “The thing that your best 5-10 people crave the most is time with you, the CEO. And that is something that as people get busier, they spend less and less time on. Some of the best CEOs in our portfolio, every month they will take out for a one-on-one dinner or drinks or something each of their best 10 people. This is a huge time commitment. If you think about it, you only get 30 dinner slots in a month. It’s a really big thing to do. But I think it actually works because that is the thing these people really crave… They want you to ask them what you think they should be doing and listen to them and have a personal connection. That’s super important.” 2. Continually give them more responsibility “I think if you stop giving people more responsibility, they will eventually leave. If they get to take on new tasks every year or additional tasks every year, they’re happier.” 3. Proactively re-up their compensation “I think most founders are very bad about proactively re-upping — to the level that they should — their top 5-10 lieutenants.” Video source: Khosla Ventures (2016)
2:24

Sam Altman on the biggest mistake startup CEOs make when scaling a company “When you’re a Seed or Series A company, you spend a huge amount of effort recruiting, but almost no effort retaining talent — and that is [the right strategy] at the beginning. But if you don’t shift to viewing retaining talent as much of your job as recruiting talent, you eventually have some level of a disaster on your hands.” Sam recalls Mark Zuckerberg speaking at Y Combinator and saying he only hires people he’d report to if the roles were reversed. Sam reflects on this: “If you’re hiring people that are that good — which you should be doing — they have as many opportunities as you do… And so if you don’t make the role good enough that you yourself would stay in it, then you have a hard time retaining your best people for a long period of time.” Sam gives three pieces of tactical advice for CEOs who want to retain their best people: 1. Spend one-on-one time with your best people “The thing that your best 5-10 people crave the most is time with you, the CEO. And that is something that as people get busier, they spend less and less time on. Some of the best CEOs in our portfolio, every month they will take out for a one-on-one dinner or drinks or something each of their best 10 people. This is a huge time commitment. If you think about it, you only get 30 dinner slots in a month. It’s a really big thing to do. But I think it actually works because that is the thing these people really crave… They want you to ask them what you think they should be doing and listen to them and have a personal connection. That’s super important.” 2. Continually give them more responsibility “I think if you stop giving people more responsibility, they will eventually leave. If they get to take on new tasks every year or additional tasks every year, they’re happier.” 3. Proactively re-up their compensation “I think most founders are very bad about proactively re-upping — to the level that they should — their top 5-10 lieutenants.” Video source: Khosla Ventures (2016)

Startup Archive

63,991 次观看 • 1 年前

“Geniuses only.” Nivi: To me, the missing ingredient in most people’s recruiting is intolerance. You should really just treat every employee in the company, including yourself, as an enemy agent that’s trying to destroy the company by bringing mediocre talent into the business. It’s unfortunately just the nature of human nature. Naval: My co-founder and I have a new criterion in our company: “Geniuses only.” It’s a harsh word, but it sets a very high bar. You can just look around for who’s not a genius. The only way you’re going to attract geniuses—whatever that term means to you—is by having a company full of geniuses. And if someone’s not a genius, then either you’re transitioning into the phase where you can no longer hire geniuses and you just need to scale up for whatever reason, or you can just show that person the door because you hired them prematurely for the kind of company you’re trying to build. Now, this is very difficult. You’re lucky if you can hire one genius a month. You as a founder have to identify them and do whatever it takes to recruit them and motivate them. So it’s inherently self-limiting. Given that a person probably isn’t going to stick around your company for more than three, four, five years—although in some great companies, people stick around for decades—at that attrition rate you’re talking about a 30 to 50 person company. But if you can even assemble a team of 10 geniuses, you’re way ahead of everybody else. At most companies—the successful ones—the founders, and maybe a few early people are at the genius level. But in the urge and the rush to scale, that gets drowned out too quickly.
1:30

“Geniuses only.” Nivi: To me, the missing ingredient in most people’s recruiting is intolerance. You should really just treat every employee in the company, including yourself, as an enemy agent that’s trying to destroy the company by bringing mediocre talent into the business. It’s unfortunately just the nature of human nature. Naval: My co-founder and I have a new criterion in our company: “Geniuses only.” It’s a harsh word, but it sets a very high bar. You can just look around for who’s not a genius. The only way you’re going to attract geniuses—whatever that term means to you—is by having a company full of geniuses. And if someone’s not a genius, then either you’re transitioning into the phase where you can no longer hire geniuses and you just need to scale up for whatever reason, or you can just show that person the door because you hired them prematurely for the kind of company you’re trying to build. Now, this is very difficult. You’re lucky if you can hire one genius a month. You as a founder have to identify them and do whatever it takes to recruit them and motivate them. So it’s inherently self-limiting. Given that a person probably isn’t going to stick around your company for more than three, four, five years—although in some great companies, people stick around for decades—at that attrition rate you’re talking about a 30 to 50 person company. But if you can even assemble a team of 10 geniuses, you’re way ahead of everybody else. At most companies—the successful ones—the founders, and maybe a few early people are at the genius level. But in the urge and the rush to scale, that gets drowned out too quickly.

Naval

286,476 次观看 • 9 个月前

Sam Altman: “Hire for values first, aptitude second, and skills third.” Most executive recruiters, Sam argues, will reverse this order: “If you say I need to hire a CFO, they will bring you people with 20 years of experience as a CFO at vaguely similar companies. But unfortunately, it’s usually like 20 years of the exact same year of experience over and over again.” But if you’re trying to scale fast, values are most important: “You really need someone who is aligned with the values of the company so that when things change or when they have to make a decision, they’ll make the one you would make if you can’t be there or they will be a good team player and go do that thing.” Sam continues: “You need someone who has high aptitude because the role is going to constantly shift. And the rate of learning - the rate of improvement - dominates skills.” And then skills obviously matter, but for Sam it’s third on the list: “The very best companies take this exceptionally far in how much they’re willing to hire a non-traditionally qualified executive.” Source: Y Combinator (May 2017)
0:58

Sam Altman: “Hire for values first, aptitude second, and skills third.” Most executive recruiters, Sam argues, will reverse this order: “If you say I need to hire a CFO, they will bring you people with 20 years of experience as a CFO at vaguely similar companies. But unfortunately, it’s usually like 20 years of the exact same year of experience over and over again.” But if you’re trying to scale fast, values are most important: “You really need someone who is aligned with the values of the company so that when things change or when they have to make a decision, they’ll make the one you would make if you can’t be there or they will be a good team player and go do that thing.” Sam continues: “You need someone who has high aptitude because the role is going to constantly shift. And the rate of learning - the rate of improvement - dominates skills.” And then skills obviously matter, but for Sam it’s third on the list: “The very best companies take this exceptionally far in how much they’re willing to hire a non-traditionally qualified executive.” Source: Y Combinator (May 2017)

Startup Archive

18,580 次观看 • 22 天前

Sam Altman: “Hire for values first, aptitude second, and skills third.” Most executive recruiters, Sam argues, will reverse this order: “If you say I need to hire a CFO, they will bring you people with 20 years of experience as a CFO at vaguely similar companies. But unfortunately, it’s usually like 20 years of the exact same year of experience over and over again.” But if you’re trying to scale fast, values are most important: “You really need someone who is aligned with the values of the company so that when things change or when they have to make a decision, they’ll make the one you would make if you can’t be there or they will be a good team player and go do that thing.” Sam continues: “You need someone who has high aptitude because the role is going to constantly shift. And the rate of learning - the rate of improvement - dominates skills.” And then skills obviously matter, but for Sam it’s third on the list: “The very best companies take this exceptionally far in how much they’re willing to hire a non-traditionally qualified executive.” Video source: Y Combinator (2017)
0:58

Sam Altman: “Hire for values first, aptitude second, and skills third.” Most executive recruiters, Sam argues, will reverse this order: “If you say I need to hire a CFO, they will bring you people with 20 years of experience as a CFO at vaguely similar companies. But unfortunately, it’s usually like 20 years of the exact same year of experience over and over again.” But if you’re trying to scale fast, values are most important: “You really need someone who is aligned with the values of the company so that when things change or when they have to make a decision, they’ll make the one you would make if you can’t be there or they will be a good team player and go do that thing.” Sam continues: “You need someone who has high aptitude because the role is going to constantly shift. And the rate of learning - the rate of improvement - dominates skills.” And then skills obviously matter, but for Sam it’s third on the list: “The very best companies take this exceptionally far in how much they’re willing to hire a non-traditionally qualified executive.” Video source: Y Combinator (2017)

Startup Archive

152,555 次观看 • 11 个月前

Sam Altman: “Hire for values first, aptitude second, and skills third.” Most executive recruiters, Sam argues, will reverse this order: “If you say I need to hire a CFO, they will bring you people with 20 years of experience as a CFO at vaguely similar companies. But unfortunately, it’s usually like 20 years of the exact same year of experience over and over again.” But if you’re trying to scale fast, values are most important: “You really need someone who is aligned with the values of the company so that when things change or when they have to make a decision, they’ll make the one you would make if you can’t be there or they will be a good team player and go do that thing.” Sam continues: “You need someone who has high aptitude because the role is going to constantly shift. And the rate of learning - the rate of improvement - dominates skills.” And then skills obviously matter, but for Sam it’s third on the list: “The very best companies take this exceptionally far in how much they’re willing to hire a non-traditionally qualified executive.” Video Source: Y Combinator
0:58

Sam Altman: “Hire for values first, aptitude second, and skills third.” Most executive recruiters, Sam argues, will reverse this order: “If you say I need to hire a CFO, they will bring you people with 20 years of experience as a CFO at vaguely similar companies. But unfortunately, it’s usually like 20 years of the exact same year of experience over and over again.” But if you’re trying to scale fast, values are most important: “You really need someone who is aligned with the values of the company so that when things change or when they have to make a decision, they’ll make the one you would make if you can’t be there or they will be a good team player and go do that thing.” Sam continues: “You need someone who has high aptitude because the role is going to constantly shift. And the rate of learning - the rate of improvement - dominates skills.” And then skills obviously matter, but for Sam it’s third on the list: “The very best companies take this exceptionally far in how much they’re willing to hire a non-traditionally qualified executive.” Video Source: Y Combinator

Startup Archive

134,859 次观看 • 2 年前

Ben Horowitz on the two things every successful technology startup must do 1. Build a product that improves how some large group of people does something by 10x. “You have to build a transformational product. There is no way to build a great new company without a great product… If you look at the great technology companies, the thing that distinguishes them is the ability to keep coming up with a better way of doing things.” 2. Taking the market. “You can come up with the best product, but if you don’t [take the market], you really don’t have a company. Most technology businesses are network effects businesses. You have to win… If you’re an engineer, what business skills do you need to build a technology company? They’re all around the skills that you need to win the market. How do you out-market, out-sell, and beat the competition?… Do you build a good enough company that you go win?” Video source: UC Berkeley (2009)
1:50

Ben Horowitz on the two things every successful technology startup must do 1. Build a product that improves how some large group of people does something by 10x. “You have to build a transformational product. There is no way to build a great new company without a great product… If you look at the great technology companies, the thing that distinguishes them is the ability to keep coming up with a better way of doing things.” 2. Taking the market. “You can come up with the best product, but if you don’t [take the market], you really don’t have a company. Most technology businesses are network effects businesses. You have to win… If you’re an engineer, what business skills do you need to build a technology company? They’re all around the skills that you need to win the market. How do you out-market, out-sell, and beat the competition?… Do you build a good enough company that you go win?” Video source: UC Berkeley (2009)

Startup Archive

36,753 次观看 • 5 个月前

Ben Horowitz explains the two things every successful technology startup must do 1. Build a product that improves how some large group of people does something by 10x. “You have to build a transformational product. There is no way to build a great new company without a great product… If you look at the great technology companies, the thing that distinguishes them is the ability to keep coming up with a better way of doing things.” 2. Taking the market. “You can come up with the best product, but if you don’t [take the market], you really don’t have a company. Most technology businesses are network effects businesses. You have to win… If you’re an engineer, what business skills do you need to build a technology company? They’re all around the skills that you need to win the market. How do you out-market, out-sell, and beat the competition?… Do you build a good enough company that you go win?” Video Source: UC Berkeley
1:50

Ben Horowitz explains the two things every successful technology startup must do 1. Build a product that improves how some large group of people does something by 10x. “You have to build a transformational product. There is no way to build a great new company without a great product… If you look at the great technology companies, the thing that distinguishes them is the ability to keep coming up with a better way of doing things.” 2. Taking the market. “You can come up with the best product, but if you don’t [take the market], you really don’t have a company. Most technology businesses are network effects businesses. You have to win… If you’re an engineer, what business skills do you need to build a technology company? They’re all around the skills that you need to win the market. How do you out-market, out-sell, and beat the competition?… Do you build a good enough company that you go win?” Video Source: UC Berkeley

Startup Archive

77,268 次观看 • 2 年前

“Everything is difficult. If you’re going to do something important it’s going to take you a decade or more to have an impact. You might as well pick something you care about. Pick the really big thing. It’s always bothered me when I talked to entrepreneurs and they tell me about the thing they're working on and I ask: What do you *really* want to do? And they say well the big thing I want to do is actually this [other idea] But in their mind it’s a little too ambitious, it’s a little too difficult, they need more capital…. You should just go for that now. You might as well work on the thing that will have a major impact if it works.”
0:47

“Everything is difficult. If you’re going to do something important it’s going to take you a decade or more to have an impact. You might as well pick something you care about. Pick the really big thing. It’s always bothered me when I talked to entrepreneurs and they tell me about the thing they're working on and I ask: What do you *really* want to do? And they say well the big thing I want to do is actually this [other idea] But in their mind it’s a little too ambitious, it’s a little too difficult, they need more capital…. You should just go for that now. You might as well work on the thing that will have a major impact if it works.”

David Senra

92,085 次观看 • 5 个月前

Sam Altman on why you shouldn’t track absolute user growth in the early days of a startup “Nothing but a great product will save you; you can get everything else right and it still won’t work.” He points out that almost all startup founders get the following wrong: “It is more important to have a small number of users that love you than a lot of users that like you… Eventually what you want of course is a lot of users that really love your product, but that’s almost impossible to do.” In practice, you have two choices: Deep and Narrow: “You have a small number of users that really love you and then find out how to find more and more of those users and broaden the appeal of the product.” Shallow and Wide: “You can have a lot of people that sort of use the product once or twice and kind of like it and try to figure out how to get them more engaged over time.” “With high confidence, I can say that you want to start with a small number of users that really love you. Almost all great companies have products that start this way.” He argues that a good indicator of users loving your product is retention and frequency of use: “In fact, I think this is so important that you actually shouldn’t track absolute growth in number of users in the early days of a startup. You should just track how often they’re using it… That’s a good early indicator of users that love you—better still is them spontaneously telling their friends to buy your product.” Follow Startup Archive for more tactical startup advice!
1:41

Sam Altman on why you shouldn’t track absolute user growth in the early days of a startup “Nothing but a great product will save you; you can get everything else right and it still won’t work.” He points out that almost all startup founders get the following wrong: “It is more important to have a small number of users that love you than a lot of users that like you… Eventually what you want of course is a lot of users that really love your product, but that’s almost impossible to do.” In practice, you have two choices: Deep and Narrow: “You have a small number of users that really love you and then find out how to find more and more of those users and broaden the appeal of the product.” Shallow and Wide: “You can have a lot of people that sort of use the product once or twice and kind of like it and try to figure out how to get them more engaged over time.” “With high confidence, I can say that you want to start with a small number of users that really love you. Almost all great companies have products that start this way.” He argues that a good indicator of users loving your product is retention and frequency of use: “In fact, I think this is so important that you actually shouldn’t track absolute growth in number of users in the early days of a startup. You should just track how often they’re using it… That’s a good early indicator of users that love you—better still is them spontaneously telling their friends to buy your product.” Follow Startup Archive for more tactical startup advice!

Startup Archive

565,812 次观看 • 2 年前

Qullamaggie on Tough Life of a Successful Trader “Being a consistently successful trader is a tough life, man. You gotta put in so much effort to get to that level. Most people just give up. If you want to be a successful trader, you really need to want it. If you think you’re gonna do this on the side, you know make some money and then go do some photography or art the rest of your life, you’re not gonna make it. It needs to be your calling; otherwise, you can just put your money in the index funds and be better off. You need to be a little bit obsessive like you can’t focus on too many other things. It’s the same way with everything. If you want to be top performer in any field, it’s the same thing - that needs to be your main focus. You can’t do anything else. It needs to be your main focus."
1:15

Qullamaggie on Tough Life of a Successful Trader “Being a consistently successful trader is a tough life, man. You gotta put in so much effort to get to that level. Most people just give up. If you want to be a successful trader, you really need to want it. If you think you’re gonna do this on the side, you know make some money and then go do some photography or art the rest of your life, you’re not gonna make it. It needs to be your calling; otherwise, you can just put your money in the index funds and be better off. You need to be a little bit obsessive like you can’t focus on too many other things. It’s the same way with everything. If you want to be top performer in any field, it’s the same thing - that needs to be your main focus. You can’t do anything else. It needs to be your main focus."

Lone

30,169 次观看 • 1 年前

Mark Zuckerberg: People undervalue option value when starting a company “I never really understood the psychology of deciding that you want to start a company before you understand what you want to do… When you take on a new project - especially if you hire people or start a company - you’re doing that project… You immediately now need to convince someone else if you want to change your mind on something, and I think people really undervalue the option value and flexibility.” Mark advises future founders: “Explore what you want to do before committing… Keep yourself flexible… I think you have to be wary about starting a company too rigidly because you’re going to change what you want to do.” Source: Y Combinator (Oct 2013)
1:41

Mark Zuckerberg: People undervalue option value when starting a company “I never really understood the psychology of deciding that you want to start a company before you understand what you want to do… When you take on a new project - especially if you hire people or start a company - you’re doing that project… You immediately now need to convince someone else if you want to change your mind on something, and I think people really undervalue the option value and flexibility.” Mark advises future founders: “Explore what you want to do before committing… Keep yourself flexible… I think you have to be wary about starting a company too rigidly because you’re going to change what you want to do.” Source: Y Combinator (Oct 2013)

Startup Archive

21,801 次观看 • 18 天前

Keith Rabois: “I tell founders not to worry about runway. Worry about lift.” “If you think about lift in a plane context, a company is only valuable if you achieve lift. Runway is a tactic for achieving lift, and you may need to extend the runway so that you have more time to get lift. But unless you’re actually achieving lift with that extra time, it doesn’t help you.” Keith continues: “I hate when a founder is like, ‘I want to raise this much money because it gives me two years runway.’… That is a stupid way to think about your fundraising.” Instead, founders should ask themselves what they need to achieve to achieve lift, and then work backwards from that. When Keith invests at Khosla Ventures and Founders Fund, they write internal memos about the three key risks to the company. Usually you can’t achieve all three in one financing, so founders should be asking themselves, What’s the most important inflection? And then structure their financing to achieve that. Keith advises founders that it’s ok to let their runway go very low if they feel like they’re approaching lift: “A lot of founders get very bad advice like ‘Oh, you need to have this much runway or you won’t be able to raise money from strength.’ That’s nonsense. If you have traction - if you hit a viral coefficient of 1 with three months of runway - almost every VC on the planet knows how to invest in that company, and it will not be a problem.” Video source: Khosla Ventures (2024)
1:18

Keith Rabois: “I tell founders not to worry about runway. Worry about lift.” “If you think about lift in a plane context, a company is only valuable if you achieve lift. Runway is a tactic for achieving lift, and you may need to extend the runway so that you have more time to get lift. But unless you’re actually achieving lift with that extra time, it doesn’t help you.” Keith continues: “I hate when a founder is like, ‘I want to raise this much money because it gives me two years runway.’… That is a stupid way to think about your fundraising.” Instead, founders should ask themselves what they need to achieve to achieve lift, and then work backwards from that. When Keith invests at Khosla Ventures and Founders Fund, they write internal memos about the three key risks to the company. Usually you can’t achieve all three in one financing, so founders should be asking themselves, What’s the most important inflection? And then structure their financing to achieve that. Keith advises founders that it’s ok to let their runway go very low if they feel like they’re approaching lift: “A lot of founders get very bad advice like ‘Oh, you need to have this much runway or you won’t be able to raise money from strength.’ That’s nonsense. If you have traction - if you hit a viral coefficient of 1 with three months of runway - almost every VC on the planet knows how to invest in that company, and it will not be a problem.” Video source: Khosla Ventures (2024)

Startup Archive

256,038 次观看 • 10 个月前

Q: How do you build a great company? In the clip below, Sam Altman walks through 9 things he has seen the best founders do: #1 Get to know your users really well “The best founders do customer support themselves. They go visit their users—in the case of Airbnb they go live with them. You want to get to know your users really really well.” #2 Have a short cycle time & understand compound growth “The cycle here is basically: talk to customer to understand pain point → build product to address that → get product in front of user → see what they do → repeat cycle. This cycle is how you iterate and improve. The law of compound growth being what it is: if you can get 2% better every iteration cycle, your iteration cycle is every four hours rather than every four weeks, and you compound that over the course of a few years, you’ll be in a very very different place. Make it one of your top goals to build one of the fastest iterating companies the world has ever seen.” #3 Make a long-term commitment “Most companies have a 2-3 year time horizon. But companies are almost always a 10 year project if they work. If you think about it that way from the very beginning, you will make very different and much better decisions. I think this is the only arbitrage opportunity left in the market. Almost no one makes a fairly long-term commitment to a new project. But if you do that, you will think in a different way, you will hire different people, and it will work very well.” #4 Stay lean until everything is working really well “In the early days, when you’re experimenting and zig zagging, you’re like a fast little speed boat and want to be able to turn the whole company on a dime. You can’t do that if you’re a big company—cash burn aside, which is another problem. The flexibility of the company basically decreases with the square of the number of employees, so you want to stay really small until you’re sure things are working. Once things are working, then you can get really big.” #5 Resist the urge to hire; especially resist the urge to hire mediocre people “Vinod Khosla has a saying that I love: ‘the team you build is the company you build.’ This is really true and I never appreciated how true this was for a long time. If you build a team of great people and you have a product that people love, you’ll have a 90%+ chance of success. Those are both really hard to do, and they’re independent variables. But don’t ignore the team component. The best CEOs I know spend huge amounts of their time recruiting and retaining good talent.” #6 Relentless execution “You have to keep going, and do things perfectly, and get all of the details right. You have to care too much about every experience that a customer has with your company.” #7 Startups are about not giving up “One of the very best companies in the last YC batch applied 7 times before they got in. This is just a version of what happens in startups all of the time: you get beat down, again, and again, and again. And that last time when you get pushed down and don’t think you have enough energy to get back up—that’s the time it actually works. This is what you sign up for if you’re going to start a startup.” #8 Fiduciary duty to take care of yourself “This is a 10-year marathon and you have a fiduciary duty to your shareholders to take care of yourself. Some people treat startups like an all-nighter: they don’t take care of their health, they don’t sleep, they don’t maintain their personal relationships. It is true that startups are a bad choice for work-life balance. But you have a duty to yourself, your team, and your investors to take care of yourself.” #9 Clear mission “You don’t have to figure this out on Day 1, but all of the most successful startups I’ve been fortunate enough to be a part of pretty quickly—in the first one to two years—figure out a really important mission. It’s this mission that gets people to join them. It drives the founders. It gets the media to write about them. And even if you start off building a project that’s just interesting to you and solves a problem in your life—which is how you should start—remember that you should have a clear mission at some point… That is what will convince people to come help you, and that is how you will build this idea into a huge company with a ton of people that really love your product.” Follow Startup Archive for more tactical startup advice!
5:28

Q: How do you build a great company? In the clip below, Sam Altman walks through 9 things he has seen the best founders do: #1 Get to know your users really well “The best founders do customer support themselves. They go visit their users—in the case of Airbnb they go live with them. You want to get to know your users really really well.” #2 Have a short cycle time & understand compound growth “The cycle here is basically: talk to customer to understand pain point → build product to address that → get product in front of user → see what they do → repeat cycle. This cycle is how you iterate and improve. The law of compound growth being what it is: if you can get 2% better every iteration cycle, your iteration cycle is every four hours rather than every four weeks, and you compound that over the course of a few years, you’ll be in a very very different place. Make it one of your top goals to build one of the fastest iterating companies the world has ever seen.” #3 Make a long-term commitment “Most companies have a 2-3 year time horizon. But companies are almost always a 10 year project if they work. If you think about it that way from the very beginning, you will make very different and much better decisions. I think this is the only arbitrage opportunity left in the market. Almost no one makes a fairly long-term commitment to a new project. But if you do that, you will think in a different way, you will hire different people, and it will work very well.” #4 Stay lean until everything is working really well “In the early days, when you’re experimenting and zig zagging, you’re like a fast little speed boat and want to be able to turn the whole company on a dime. You can’t do that if you’re a big company—cash burn aside, which is another problem. The flexibility of the company basically decreases with the square of the number of employees, so you want to stay really small until you’re sure things are working. Once things are working, then you can get really big.” #5 Resist the urge to hire; especially resist the urge to hire mediocre people “Vinod Khosla has a saying that I love: ‘the team you build is the company you build.’ This is really true and I never appreciated how true this was for a long time. If you build a team of great people and you have a product that people love, you’ll have a 90%+ chance of success. Those are both really hard to do, and they’re independent variables. But don’t ignore the team component. The best CEOs I know spend huge amounts of their time recruiting and retaining good talent.” #6 Relentless execution “You have to keep going, and do things perfectly, and get all of the details right. You have to care too much about every experience that a customer has with your company.” #7 Startups are about not giving up “One of the very best companies in the last YC batch applied 7 times before they got in. This is just a version of what happens in startups all of the time: you get beat down, again, and again, and again. And that last time when you get pushed down and don’t think you have enough energy to get back up—that’s the time it actually works. This is what you sign up for if you’re going to start a startup.” #8 Fiduciary duty to take care of yourself “This is a 10-year marathon and you have a fiduciary duty to your shareholders to take care of yourself. Some people treat startups like an all-nighter: they don’t take care of their health, they don’t sleep, they don’t maintain their personal relationships. It is true that startups are a bad choice for work-life balance. But you have a duty to yourself, your team, and your investors to take care of yourself.” #9 Clear mission “You don’t have to figure this out on Day 1, but all of the most successful startups I’ve been fortunate enough to be a part of pretty quickly—in the first one to two years—figure out a really important mission. It’s this mission that gets people to join them. It drives the founders. It gets the media to write about them. And even if you start off building a project that’s just interesting to you and solves a problem in your life—which is how you should start—remember that you should have a clear mission at some point… That is what will convince people to come help you, and that is how you will build this idea into a huge company with a ton of people that really love your product.” Follow Startup Archive for more tactical startup advice!

Startup Archive

407,717 次观看 • 2 年前

Q: How do you build a great company? In the clip below, Sam Altman walks through 9 things he has seen the best founders do: #1 Get to know your users really well “The best founders do customer support themselves. They go visit their users—in the case of Airbnb they go live with them. You want to get to know your users really really well.” #2 Have a short cycle time & understand compound growth “The cycle here is basically: talk to customer to understand pain point → build product to address that → get product in front of user → see what they do → repeat cycle. This cycle is how you iterate and improve. The law of compound growth being what it is: if you can get 2% better every iteration cycle, your iteration cycle is every four hours rather than every four weeks, and you compound that over the course of a few years, you’ll be in a very very different place. Make it one of your top goals to build one of the fastest iterating companies the world has ever seen.” #3 Make a long-term commitment “Most companies have a 2-3 year time horizon. But companies are almost always a 10 year project if they work. If you think about it that way from the very beginning, you will make very different and much better decisions. I think this is the only arbitrage opportunity left in the market. Almost no one makes a fairly long-term commitment to a new project. But if you do that, you will think in a different way, you will hire different people, and it will work very well.” #4 Stay lean until everything is working really well “In the early days, when you’re experimenting and zig zagging, you’re like a fast little speed boat and want to be able to turn the whole company on a dime. You can’t do that if you’re a big company—cash burn aside, which is another problem. The flexibility of the company basically decreases with the square of the number of employees, so you want to stay really small until you’re sure things are working. Once things are working, then you can get really big.” #5 Resist the urge to hire; especially resist the urge to hire mediocre people “Vinod Khosla has a saying that I love: ‘the team you build is the company you build.’ This is really true and I never appreciated how true this was for a long time. If you build a team of great people and you have a product that people love, you’ll have a 90%+ chance of success. Those are both really hard to do, and they’re independent variables. But don’t ignore the team component. The best CEOs I know spend huge amounts of their time recruiting and retaining good talent.” #6 Relentless execution “You have to keep going, and do things perfectly, and get all of the details right. You have to care too much about every experience that a customer has with your company.” #7 Startups are about not giving up “One of the very best companies in the last YC batch applied 7 times before they got in. This is just a version of what happens in startups all of the time: you get beat down, again, and again, and again. And that last time when you get pushed down and don’t think you have enough energy to get back up—that’s the time it actually works. This is what you sign up for if you’re going to start a startup.” #8 Fiduciary duty to take care of yourself “This is a 10 year marathon and you have a fiduciary duty to your shareholders to take care of yourself. Some people treat startups like an all-nighter: they don’t take care of their health, they don’t sleep, they don’t maintain their personal relationships. It is true that startups are a bad choice for work-life balance. But you have a duty to yourself, your team, and your investors to take care of yourself.” #9 Clear mission “You don’t have to figure this out on Day 1, but all of the most successful startups I’ve been fortunate enough to be a part of pretty quickly—in the first one to two years—figure out a really important mission. It’s this mission that gets people to join them. It drives the founders. It gets the media to write about them. And even if you start off building a project that’s just interesting to you and solves a problem in your life—which is how you should start—remember that you should have a clear mission at some point… That is what will convince people to come help you, and that is how you will build this idea into a huge company with a ton of people that really love your product.”
5:28

Q: How do you build a great company? In the clip below, Sam Altman walks through 9 things he has seen the best founders do: #1 Get to know your users really well “The best founders do customer support themselves. They go visit their users—in the case of Airbnb they go live with them. You want to get to know your users really really well.” #2 Have a short cycle time & understand compound growth “The cycle here is basically: talk to customer to understand pain point → build product to address that → get product in front of user → see what they do → repeat cycle. This cycle is how you iterate and improve. The law of compound growth being what it is: if you can get 2% better every iteration cycle, your iteration cycle is every four hours rather than every four weeks, and you compound that over the course of a few years, you’ll be in a very very different place. Make it one of your top goals to build one of the fastest iterating companies the world has ever seen.” #3 Make a long-term commitment “Most companies have a 2-3 year time horizon. But companies are almost always a 10 year project if they work. If you think about it that way from the very beginning, you will make very different and much better decisions. I think this is the only arbitrage opportunity left in the market. Almost no one makes a fairly long-term commitment to a new project. But if you do that, you will think in a different way, you will hire different people, and it will work very well.” #4 Stay lean until everything is working really well “In the early days, when you’re experimenting and zig zagging, you’re like a fast little speed boat and want to be able to turn the whole company on a dime. You can’t do that if you’re a big company—cash burn aside, which is another problem. The flexibility of the company basically decreases with the square of the number of employees, so you want to stay really small until you’re sure things are working. Once things are working, then you can get really big.” #5 Resist the urge to hire; especially resist the urge to hire mediocre people “Vinod Khosla has a saying that I love: ‘the team you build is the company you build.’ This is really true and I never appreciated how true this was for a long time. If you build a team of great people and you have a product that people love, you’ll have a 90%+ chance of success. Those are both really hard to do, and they’re independent variables. But don’t ignore the team component. The best CEOs I know spend huge amounts of their time recruiting and retaining good talent.” #6 Relentless execution “You have to keep going, and do things perfectly, and get all of the details right. You have to care too much about every experience that a customer has with your company.” #7 Startups are about not giving up “One of the very best companies in the last YC batch applied 7 times before they got in. This is just a version of what happens in startups all of the time: you get beat down, again, and again, and again. And that last time when you get pushed down and don’t think you have enough energy to get back up—that’s the time it actually works. This is what you sign up for if you’re going to start a startup.” #8 Fiduciary duty to take care of yourself “This is a 10 year marathon and you have a fiduciary duty to your shareholders to take care of yourself. Some people treat startups like an all-nighter: they don’t take care of their health, they don’t sleep, they don’t maintain their personal relationships. It is true that startups are a bad choice for work-life balance. But you have a duty to yourself, your team, and your investors to take care of yourself.” #9 Clear mission “You don’t have to figure this out on Day 1, but all of the most successful startups I’ve been fortunate enough to be a part of pretty quickly—in the first one to two years—figure out a really important mission. It’s this mission that gets people to join them. It drives the founders. It gets the media to write about them. And even if you start off building a project that’s just interesting to you and solves a problem in your life—which is how you should start—remember that you should have a clear mission at some point… That is what will convince people to come help you, and that is how you will build this idea into a huge company with a ton of people that really love your product.”

Michael McGuiness

500,098 次观看 • 2 年前

I hear so often from the Dommes I work with that they struggle with people online fetichizing them and simply seeing them for how sexy and beautiful they are. They project their fantasies and their desires onto you. That stops immediately once you move the attention from you to them. From 'look at me' to 'I see you'. What does that look like? When you create content, think of them and what this scene or that narrative is evoking. What will they learn from you? What they want is not to passively watch how sexy you are, but for you to train them, to give them instructions, to teach them, to guide them, to be in charge, to command them. This is not being an object but the main subject. The Authority figure. How is your content already doing that. The sexy photos can still be there, they are important to already capture des attention. But what you do with that attention once you have it, is where the power dynamic is established. Positioning yourself as more than a stunning Goddess, but actually a woman who has a voice, opinions, perspective, a philosophy, a way to doing things, teaching them what you like, how you like it, why you like it, already makes them want to be that for you. You hold the attention, you hold the power, so you direct it. And for that, you want them to know you get them and you know what lives within them... that creates the desire for you to be the one exposing it. You instantly build trust. Not because you demanded it, but because you earned it: you showed them you know what you are doing. You have experience, you understand them. They are not told to come see you, they are seduced into it. They desire it. And they will work for it. This will attract better clients (real subs) and instead of you trying to get their attention, they will work to earn yours. If you want to learn more about power dynamics, building a brand as a Pro or the psychology behind BDSM, you can now access all my trainings and classes in one place for a fraction of the cost of The Dominatrix Academy. And you can reinvest the total amount towards the Program. Message me [SECRET] for the details. This offer is not available on my website.
0:51

I hear so often from the Dommes I work with that they struggle with people online fetichizing them and simply seeing them for how sexy and beautiful they are. They project their fantasies and their desires onto you. That stops immediately once you move the attention from you to them. From 'look at me' to 'I see you'. What does that look like? When you create content, think of them and what this scene or that narrative is evoking. What will they learn from you? What they want is not to passively watch how sexy you are, but for you to train them, to give them instructions, to teach them, to guide them, to be in charge, to command them. This is not being an object but the main subject. The Authority figure. How is your content already doing that. The sexy photos can still be there, they are important to already capture des attention. But what you do with that attention once you have it, is where the power dynamic is established. Positioning yourself as more than a stunning Goddess, but actually a woman who has a voice, opinions, perspective, a philosophy, a way to doing things, teaching them what you like, how you like it, why you like it, already makes them want to be that for you. You hold the attention, you hold the power, so you direct it. And for that, you want them to know you get them and you know what lives within them... that creates the desire for you to be the one exposing it. You instantly build trust. Not because you demanded it, but because you earned it: you showed them you know what you are doing. You have experience, you understand them. They are not told to come see you, they are seduced into it. They desire it. And they will work for it. This will attract better clients (real subs) and instead of you trying to get their attention, they will work to earn yours. If you want to learn more about power dynamics, building a brand as a Pro or the psychology behind BDSM, you can now access all my trainings and classes in one place for a fraction of the cost of The Dominatrix Academy. And you can reinvest the total amount towards the Program. Message me [SECRET] for the details. This offer is not available on my website.

Ms. Malissia

16,579 次观看 • 3 个月前

Sam Altman on the advice he wishes he received earlier in his career “One of the other things I learned that I wish I had gotten advice on early in my career is ‘ask for what you want.’ You will get told no a lot, but sometimes it will work. And I think you see a lot of entrepreneurs shoot themselves in the foot because they don’t ask that person to quit their job and come join them. They don’t ask this big company to do a deal with them. And they’re just not aggressive enough.” Sam continues: “Being willing to ask for what you want and be somewhat aggressive are really important characteristics of being an entrepreneur. People don’t want to fail. They don’t want to be told no. They don’t want to end up in some crisis.” The other thing he learned in his career is that each crisis gets less. scary than the one before it: “There are a lot things that really go wrong, and they feel like company-killing events. And they feel like there’s no way you’re going to survive because the crises are really bad. And the thing you learn is that you generally do survive these and the world doesn’t usually end. And even if in the moment something happens and you have no idea how you’re going to get around it, you eventually figure out a way. On the 19th major crisis, you’re like: ‘well, I survived the first 18. I’ll probably get through this one.’ And you kind of just do.” Source: Y Combinator (Sep 2016)
1:34

Sam Altman on the advice he wishes he received earlier in his career “One of the other things I learned that I wish I had gotten advice on early in my career is ‘ask for what you want.’ You will get told no a lot, but sometimes it will work. And I think you see a lot of entrepreneurs shoot themselves in the foot because they don’t ask that person to quit their job and come join them. They don’t ask this big company to do a deal with them. And they’re just not aggressive enough.” Sam continues: “Being willing to ask for what you want and be somewhat aggressive are really important characteristics of being an entrepreneur. People don’t want to fail. They don’t want to be told no. They don’t want to end up in some crisis.” The other thing he learned in his career is that each crisis gets less. scary than the one before it: “There are a lot things that really go wrong, and they feel like company-killing events. And they feel like there’s no way you’re going to survive because the crises are really bad. And the thing you learn is that you generally do survive these and the world doesn’t usually end. And even if in the moment something happens and you have no idea how you’re going to get around it, you eventually figure out a way. On the 19th major crisis, you’re like: ‘well, I survived the first 18. I’ll probably get through this one.’ And you kind of just do.” Source: Y Combinator (Sep 2016)

Startup Archive

30,270 次观看 • 2 个月前