Paul Graham Quotes

If you have a list of all the things you shouldn't do, you can turn that into a recipe for succeeding just by negating.

If you make anything good, you're going to have competitors, so you may as well face that.

It seems like the best problems to solve are ones that affect you personally.

In some fields the way to succeed is to have a vision of what you want to achieve, and to hold true to it no matter what setbacks you encounter. Starting startups is not one of them. The stick-to-your-vision approach works for something like winning an Olympic gold medal, where the problem is well-defined. Startups are more like science, where you need to follow the trail wherever it leads.

You have to be prepared to see the better idea when it arrives. And the hardest part of that is often discarding your old idea.

Perhaps there's a rule here: perhaps you create wealth in proportion to how well you understand the problem you're solving, and the problems you understand best are your own.

So if you take money from investors, you have to take enough to get to the next step, whatever that is. Fortunately you have some control over both how much you spend and what the next step is.

We have three general suggestions about hiring: (a) don't do it if you can avoid it, (b) pay people with equity rather than salary, not just to save money, but because you want the kind of people who are committed enough to prefer that, and (c) only hire people who are either going to write code or go out and get users, because those are the only things you need at first.

No one trusts an idea till you embody it in a product and use that to grow a user base.

There's nothing like users for convincing acquirers. It's not just that the risk is decreased. The acquirers are human, and they have a hard time paying a bunch of young guys millions of dollars just for being clever. When the idea is embodied in a company with a lot of users, they can tell themselves they're buying the users rather than the cleverness, and this is easier for them to swallow.

When you raise a lot of money, your company moves to the suburbs and has kids.

As a founder, you have to manage your investors. You shouldn't ignore them, because they may have useful insights. But neither should you let them run the company. That's supposed to be your job.

The reason we tell founders not to worry about the business model initially is that making something people want is so much harder. I don't know why it's so hard to make something people want. It seems like it should be straightforward. But you can tell it must be hard by how few startups do it.

If you're going to attract users, you'll probably have to get up from your computer and go find some. It's unpleasant work, but if you can make yourself do it you have a much greater chance of succeeding.

If you want to start a startup, you have to face the fact that you can't just hack. At least one hacker will have to spend some of the time doing business stuff.

The failed startups you hear most about are the spectactular flameouts. Those are actually the elite of failures. The most common type is not the one that makes spectacular mistakes, but the one that doesn't do much of anything—the one we never even hear about, because it was some project a couple guys started on the side while working on their day jobs, but which never got anywhere and was gradually abandoned.

Think about the overall goal, then start by writing the smallest subset of it that does anything useful. If it's a subset, you'll have to write it anyway, so in the worst case you won't be wasting your time. But more likely you'll find that implementing a working subset is both good for morale and helps you see more clearly what the rest should do.

In a sense there's just one mistake that kills startups: not making something users want.

What's wrong with having one founder? To start with, it's a vote of no confidence. It probably means the founder couldn't talk any of his friends into starting the company with him.

One reason to launch quickly is that it forces you to actually finish some quantum of work. Nothing is truly finished till it's released; you can see that from the rush of work that's always involved in releasing anything, no matter how finished you thought it was. The other reason you need to launch is that it's only by bouncing your idea off users that you fully understand it.

As one VC who spoke at Y Combinator said, "Once you take several million dollars of my money, the clock is ticking." If VCs fund you, they're not going to let you just put the money in the bank and keep operating as two guys living on ramen. They want that money to go to work. At the very least you'll move into proper office space and hire more people. That will change the atmosphere, and not entirely for the better. Now most of your people will be employees rather than founders. They won't be as committed; they'll need to be told what to do; they'll start to engage in office politics.

Great work usually entails spending what would seem to most people an unreasonable amount of time on a problem. You can't think of this time as a cost, or it will seem too high. You have to find the work sufficiently engaging as it's happening.

Work doesn't just happen when you're trying to. There's a kind of undirected thinking you do when walking or taking a shower or lying in bed that can be very powerful. By letting your mind wander a little, you'll often solve problems you were unable to solve by frontal attack.

The best answer is earnest. If you're earnest you avoid not just affectation but a whole set of similar vices.

The core of being earnest is being intellectually honest. We're taught as children to be honest as an unselfish virtue — as a kind of sacrifice. But in fact it's a source of power too. To see new ideas, you need an exceptionally sharp eye for the truth. You're trying to see more truth than others have seen so far. And how can you have a sharp eye for the truth if you're intellectually dishonest?

One way to avoid intellectual dishonesty is to maintain a slight positive pressure in the opposite direction. Be aggressively willing to admit that you're mistaken. Once you've admitted you were mistaken about something, you're free. Till then you have to carry it.

when there's something you need to redo, status quo bias and laziness will combine to keep you in denial about it. To beat this ask: If I'd already made the change, would I want to revert to what I have now?