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When “Grin and Bear It” Isn't the Right Answer — This Behavioral Scientist Shares What to Do Instead
People & Culture

When “Grin and Bear It” Isn't the Right Answer — This Behavioral Scientist Shares What to Do Instead

Author and behavioral scientist Matt Wallaert shares how two studies (on holding a pen and carrying around a box of chocolate) can shape our outlook when we're faced with a crisis.

Advice is More Important — and Overwhelming — Than Ever. Here's How Founders Can Cut out the Noise
Management

Advice is More Important — and Overwhelming — Than Ever. Here's How Founders Can Cut out the Noise

Unlocking the wisdom of your advisors has always been crucial for any founder, but it's even more important in the midst of massive uncertainty. We've rounded up six tactics from top experts for cutting through the noise and extracting the advice founders need to make meaningful decisions.

The Founder's Field Guide for Navigating a Crisis — Advice from Recession-Era Leaders, Investors and CEOs Currently at the Helm
Management

The Founder's Field Guide for Navigating a Crisis — Advice from Recession-Era Leaders, Investors and CEOs Currently at the Helm

We've tapped First Round partners, recession-era founders and our community of CEOs to put together the most comprehensive guide available about what it takes to lead a startup during this economic crisis. From extending your runway and reducing burn to supporting your team, this guide tackles the t

Struggling to Thrive as a Large Team Working Remotely? This Exec Has the Field Guide You Need
Management

Struggling to Thrive as a Large Team Working Remotely? This Exec Has the Field Guide You Need

Maggie Leung built out the 80-person fully remote content team that's helped NerdWallet stand out. Here are her tips for executives who are now tasked with leading large teams working remotely for the first time.

Weathering the Emotional Storms of a Crisis — A Tactical Guide for Individual Contributors and Managers
Management

Weathering the Emotional Storms of a Crisis — A Tactical Guide for Individual Contributors and Managers

At work, we're often expected to leave our emotions at the door and maintain a composed, "professional" exterior. But in the midst of this crisis, putting our emotions away in a tidy box until the end of the workday is no longer an option. Liz Fosslien, one-half of the duo behind the book "No Hard F

Don't Just Throw Together a Webinar — The Virtual Events Crash Course You Need
PR & Marketing

Don't Just Throw Together a Webinar — The Virtual Events Crash Course You Need

Community experts, go-to-market leaders and founders everywhere are facing a new challenge: quickly spinning up virtual events and online communities that feel unique and valuable.

This Founder Built Startups in 2008, 2016 and 2018. Here’s What He’s Learned About Resiliency
Management

This Founder Built Startups in 2008, 2016 and 2018. Here’s What He’s Learned About Resiliency

Bob Moore's first brush with life as a founder started in 2008—three days before Lehman Brothers collapsed. Since he cut his teeth as a first-time founder in turbulent times, he's gone on to build two other companies. Here, Moore shares the lessons he's learned along the way.

Managers, Take Your 1:1 Meetings to the Next Level with These 6 Must Reads
Management

Managers, Take Your 1:1 Meetings to the Next Level with These 6 Must Reads

1:1s aren't just line-items on every manager's to-do list—it's critical to make sure these weekly meetings are as impactful and effective as possible. Here's a collection of tactical tips from the Review archives to help you take meetings with your direct reports to the next level.

After 15 Years as a Product Leader, CEO and Now VC, Here’s the Advice I Always Share with Future Founders
Product

After 15 Years as a Product Leader, CEO and Now VC, Here’s the Advice I Always Share with Future Founders

As he makes the transition from operator to investor, Todd Jackson looks back on his career at Google, Facebook, Twitter, and Dropbox (as well as his own chapter as a startup founder) to offer tactical takeaways and frameworks for company builders and product leaders alike.

The Engineer’s Guide to Career Growth — Advice from My Time at Stripe and Facebook
Engineering

The Engineer’s Guide to Career Growth — Advice from My Time at Stripe and Facebook

Raylene Yung has spent a decade scaling eng and product teams at Facebook and Stripe. Here's her advice for engineers at every stage of their careers, from IC to org leader.

The 30 Best Pieces of Advice for Entrepreneurs in 2019
Must-reads

The 30 Best Pieces of Advice for Entrepreneurs in 2019

We've rounded up 30 standout, must-share insights from the profiles we published over the last year. Read on for the most impactful pieces of advice we heard in 2019 — presented with hopes that you can apply them to make your next decade even brighter.

How to Craft Your Product Team at Every Stage, From Pre-Product-Market Fit to Hypergrowth
Product

How to Craft Your Product Team at Every Stage, From Pre-Product-Market Fit to Hypergrowth

Former Credit Karma CPO Nikhyl Singhal shares the phases a product org goes through as a startup matures — and his tips for transitioning between them gracefully.

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For the founder's notepad:
"If you personally want to grow as fast as your company, you have to give away your job every couple months." – Molly Graham
“Asking ‘Why can't this be done sooner?’ methodically, reliably and habitually can have a profound impact on the speed of your organization.” – Dave Girouard
“End every meeting or conversation with the feeling and optimism you’d like to have at the start of your next conversation with the person.” – Chris Fralic
“Focus is doing things with a clear intention. It doesn’t mean you charge single-minded toward a goal. It means you pay rapt and incremental attention to how you need to turn the rudder on a project.” – Fidji Simo
“It’s essential to grow with the company — rather than having the company grow around you.” – Cristina Cordova 
“You have to be impatient with shipping, but patient with your career.” – James Everingham
“‘I trust you, make the call’ might be the six most powerful words you can hear from a manager.” – Sean Twersky
“Your job as a CEO is to build fire departments, not put out fires.” – Sam Corcos 
“Can you say with confidence that each report would want to be on your team again? If you aren’t sure that the answer is yes, it’s probably no — much like how if you have to ask, ‘Am I in love?’ you’re probably not.” – Julie Zhuo 
“People can get addicted to yak shaving. An effective engineering generalist knows when to move on. Pay attention to whether they used their time wisely, not just the results.” – Mike Krieger 
“It sounds so simple to say that bosses need to tell employees when they're screwing up. But it very rarely happens.” – Kim Scott
“You’ll know you understand the customer problem enough when you can predict 75% of what a customer tells you. Keep having these conversations until three-quarters of it is stuff you already know.” – Christina Cacioppo
“I have a rule: no company swag until the business has at least $250K of revenue or 250k users. Until then, you don’t get to “feel” the benefits of having started a company.” – Gagan Biyani
“The business model ends up becoming the business. It’s equally important as the market you’re going after and the product that you build.” – Jay Simons 
“If speed is the yin, the yang is prioritization. You can’t be fast if you don’t know what’s important.” – Jaleh Rezaei
“If you treat your connections as a kind of personal ATM you use for frequent withdrawals, you’ll quickly be disappointed (and overdrawn).” – Karen Wickre 
“Delighting the customer always yields better returns than countering or copying a competitor. It’s just a lot harder to do.” – Andy Rachleff 
“When you’re a founder, every moment you’re not writing code or getting users, you need to be making a conscious choice: Is whatever you’re doing worth your time?” – Alexis Ohanian
“‘Why would a customer not want this?’ is often a far more interesting question than why they would.” – Rick Song
“When you leave the planning process wondering if you put too many resources behind a single bet, that’s the bet that ends up succeeding. Bold ideas need bold resourcing.” – Lenny Rachitsky and Nels Gilbreth
“Treat customer development as a one-on-one with a direct report — you just want to ask the hard questions.” – Ryan Glasgow
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