A Quote by Sam Altman

One thing that founders forget is that after they hire employees, they have to retain them. — © Sam Altman
One thing that founders forget is that after they hire employees, they have to retain them.
Many founders hire just because it seems like a cool thing to do, and people always ask how many employees you have.
I'd like to see the word 'entrepreneur' knocked off its pedestal. Being 'entrepreneurial' is something I look for not only in founders to invest in, but also employees to hire.
Increase your company's average talent with each hire - founders tend to be pretty smart but willing to take on risk. Employees should be a lot smarter and less risk averse.
Every thing at a startup gets modeled after the founders. Whatever the founders do becomes the culture.
More importantly, if you are in a position to hire, hire a veteran. They will be the best employees you have.
Employees are a company's greatest asset - they're your competitive advantage. You want to attract and retain the best; provide them with encouragement, stimulus, and make them feel that they are an integral part of the company's mission.
Happy is the small business that can hire additional employees besides the proprietor; rare is the indie-film enterprise that can be happy in this way. The norm is an unpaid principal with no employees between productions.
"Thanks," many small businesspeople are saying, "but no thanks. Forget the government credits and loan programs, and just get rid of all the bureaucratic red tape and high taxes which make it hard to build businesses, hire employees and meet our payroll."
I have noticed that most of the successful businessmen are not that educated. But they are the ones who hire highly educated employees to work for them.
We have to hire, retain, and develop the best staff.
Hire passionate employees.
Most people are average. Founders are not. Founders' traits seem to have an inverse normal distribution to them.
When you hire somebody, you shouldn't have to tell them [a lot of what] to do; you hire them because you like their work and all you've got to do is tweak them a little bit.
The weirdest thing to me is that magazines would never do this for their writers. They would never hire a writer who writes for another magazine; they want to have their own stable of writers. Newsweek would never hire a TIME writer, and TIME would never hire a Newsweek writer - but they would both hire the same photographer to shoot a cover for them.
There's a tremendous loss of talent to businesses who cannot make room for their employees to attend to family responsibilities. It really amounts to corporate waste: They hire really talented women and then lose them because they can't find ways to keep them productive and content the minute they can't "lean in."
If you have to conduct layoffs, which is always a regrettable thing, there's kind of three things that are very important. One is to communicate well with your employees in order to help them understand why it is you're doing, and how. Second is to make sure that the employees who are part of the go forward, understand kind of what happened and are not like the ground doesn't keep moving. It's like, okay, we did that, we're moving forward, here we go. And then for the employees that you unfortunately have to let go, try to provide as much support for them as possible.
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