"Behind every successful entrepreneur is a former failed self." Naval

Disagreements — when managed well — have lots of positive outcomes, such as better work products, opportunities to learn and grow, better relationships, and a more inclusive work environment. s.hbr.org/3bbyNXl

“No one can teach you how to lead; you need to be willing and able to learn how to lead. Mostly we learn from our experiences and facing adversity. Stepping outside of the spaces where we feel safe — is a powerful teacher.” s.hbr.org/3UM5nW5

The one thing every CEO of a startup from 5-500+ employees notices: The ones that truly, really go the extra yard. For real. Stands so, so far out. Even up to 500 employees or so, the CEO can see it themselves.

Excellence is cultural and not something people can aspire to do unless their environment is seen pursing excellence too.

The first decade of your career is a great time to take risks, build transferable skills, and develop some technical expertise. s.hbr.org/4dG4l5I

You can scale infinitely as a CEO or VP if you are relentless in recruiting people truly better than you to work for you

"Capacity does matter. But for a very, very long time -- you are better off with fewer, better sales reps" with Lenny Rachitsky

Founder Mode: paulgraham.com/foundermode.ht…

Churn is the silent killer. When you're just getting started, it is tempting to just focus on growth. In fact, in the beginning, growth can overpower churn so much that you don't even notice it. But over a long time horizon, churn will catch up to you. From a founder today

World-class athletes have superior performance because of sustained rigorous training. If we adopted that mindset in business, what would happen? s.hbr.org/3odKFMn