M&A negotiations feel really fun. This is one of the biggest killers of companies, is they entertain acquisition conversations.
Most founders have not managed people before, and they certainly haven't managed managers.
You'll get more support on a hard, important, project than a derivative one.
You need someone that behaves like James Bond more than you need someone that is an expert in some particular domain.
The best ideas often look terrible at the beginning the truly good ideas, don't seem like they're worth stealing.
So if you want a culture where people work hard, & pay attention to detail, focus on the customer, are frugal: you have to do it yourself.
In general though, if you look at the track record of pivots, they don't become big companies.
You need to figure out what the 2 or 3 most important things are, and then just do those.
You need this sort of a tailwind to make a startup successful.
You have to be intense. This only comes from the CEO, this only comes from the founders.
You want an idea that turns into a monopoly. But you can't get a monopoly, in a big market right away; too much competition for that.
Most good founders that I know at any given time have a set of small overarching goals for the company that everybody in the company knows.
You want an idea that not many other people are working on, and it's okay if it doesn't sound big at first.
One of the keys to focus, and why I said cofounders that aren't friends really struggle, is that you can't be focused without good communication.
The hard part is that this is a very fine line. There's right on one side of it, and crazy on the other.
These all sounded really bad, but they turned out to be good. If they had sounded really good, there would have been too many people working on them.
... the thing we see wrong with YC apps most frequently, is that people have not thought about the market first and what people want first.
In the beginning of a company, there is no management and this actually works really well.
Before 20 or 25 employees, most companies are structured with everyone reporting to the founder. It's totally flat.
As the company grows and about this 25 or so employee size, your main job shifts from building a great product to building a great company.
We pretty much won't fund a company now where the founders don't have vested equity because it's just that hard to do.
What you want to do is innovate on your product and your business model, management structure is not where I would try and innovate.
The most important thing is that there is clear reporting structure and everyone knows what it is.
You don't need to make the structure complicated, in fact you shouldn't. All you need is for every employee to know who their manager is.
... but the pendulum has swung way out of whack here. A bad idea is still bad, and the pivot happy world we're in today feels suboptimal.
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