Peter Reinhardt [44:11] - The best defense against that is, having a clear product vision for where your product is going to go long-term. And if you have a clear product vision for where it's going long-term, it's a very simple question of, is this thing in that picture long-term or not? And if it is in that picture long-term, then you can prioritize it to be sooner or later depending on whether a customer is going to pay you for it or not and, if it's not, then it's not and you probably shouldn't build it.
Next, when you do find the right problem to solve, one that you're proud of, create a long-term vision that others will follow. It's much easier to create a great culture if people who identify with the problem you're solving know you're solving it and raise their hand and say, "Hey, I wanna be part of what you're doing," right? We call it kind of...you can call it a North Star for the company and say it in a way that will inspire people. It should give purpose to the work you're doing. It shouldn't describe the work, but it should talk about the purpose of that work. And let me give you a couple of examples to illustrate what I mean.
To succeed in building a big company in the long-term, founders must become good at leading, motivating, and retaining great people. Ali Rowghani, YC Partner and CEO of the YC Continuity Fund, takes from his experience working with great leaders to share his three observations on leadership.
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