|
|
Zero to One:
A company does better the less it pays the CEO – that’s one of the single clearest patterns…
|
113 |
|
|
Zero to One:
Any kind of cash is more about the present than the future.
|
115 |
|
|
Zero to One:
Equity can’t create perfect incentives, but it’s the best way for a founder to keep everyone in the company broadly aligned.
|
116 |
|
|
Zero to One:
…without substance perks don’t work.
|
118 |
|
|
Zero to One:
’Company culture’ doesn’t exist apart from the company itself: no company has a culture; every company is a culture.
|
119 |
|
|
Zero to One:
If you can’t count durable relationships among the fruits of your time at work, you haven’t invested your time well – even in purely financial terms.
|
120 |
|
|
Zero to One:
Talented people don’t need to work for you: they have plenty of options.
|
120 |
|
|
Zero to One:
You’ll attract the employees you need if you can explain why your mission is compelling… something important that no one else is going to get done.
|
121 |
|
|
Zero to One:
…promise what no others can: the opportunity to do irreplaceable work on a unique problem alongside great people.
|
122 |
|
|
Zero to One:
…everyone at your company should be different in the same way – a tribe of like-minded people fiercely devoted to the company’s mission.
|
122 |
