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An Inside Look at a Flat Organization That Serves Millions
Management

An Inside Look at a Flat Organization That Serves Millions

Gumroad adopted a flat management structure by accident, but it's still working great. Founder Sahil Lavingia explains why flat is better.
This is How You Build Partnerships to Make Your Startup Better, Faster, Stronger
Sales

This is How You Build Partnerships to Make Your Startup Better, Faster, Stronger

Founder Greg Hong's startup, Reserve, depends on great relationships with restaurants. Here's how he forges strong partnerships.
Mechanize Your Hiring Process to Make Better Decisions
People & Culture

Mechanize Your Hiring Process to Make Better Decisions

Hiring the best is hard because there's so much human variation. Amazon's Anurag Gupta shares a system that always raises the bar.
Looking for Love in All The Wrong Places - How to Find a Co-founder
Starting Up

Looking for Love in All The Wrong Places - How to Find a Co-founder

Steve Blank explains how entrepreneurs can use a tool called the Business Model Canvas to find the ideal co-founder for their startup.
The 30 Best Pieces of Advice for Entrepreneurs in 2014
Management

The 30 Best Pieces of Advice for Entrepreneurs in 2014

A comprehensive list of the top pieces of advice we heard in 2014 from people who are the very best at what they do.
Looking to Scale Your Sales? Seven Bullets to Dodge
Sales

Looking to Scale Your Sales? Seven Bullets to Dodge

Upshift Partners Founder Gabriel Luna-Ostaseski lists the 7 deadly sins of sales that can tank your company before you even have traction.
Letting Go of Efficiency Can Accelerate Your Company — Here's How
People & Culture

Letting Go of Efficiency Can Accelerate Your Company — Here's How

Yammer Co-founder and CTO Adam Pisoni wants more companies to move away from tradition and become more responsive. Here's why.
Execute Like a Rookie, Lead Like a Multiplier
Management

Execute Like a Rookie, Lead Like a Multiplier

Knowing too much can be dangerous and narrow your view. Leadership advisor Liz Wiseman offers tips for avoiding this trap.
Here's the Advice I Give All of Our First Time Founders
Management

Here's the Advice I Give All of Our First Time Founders

According to First Round Partner Rob Hayes, there are only three things new founders need to focus on to succeed.
The One Cost Engineers and Product Managers Don't Consider
Engineering

The One Cost Engineers and Product Managers Don't Consider

Kris Gale, former VP Engineering at Yammer, on the pernicious problem and ramifications of complexity cost.
How Squarespace’s CEO Pivoted to Scale for Millions
Management

How Squarespace’s CEO Pivoted to Scale for Millions

Squarespace CEO Anthony Casalena explains how the company pivoted several times before discovering the recipe for success.
The 30 Best Pieces of Advice for Entrepreneurs in 2013
Management

The 30 Best Pieces of Advice for Entrepreneurs in 2013

Our 2013 roundup of the very best pieces of advice for entrepreneurs shared by experts and leaders across the tech industry.
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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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