long-term 

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 .