Essay · Short read
How to Hire
Sam Altman Free Intermediate
This is the tightest statement of why hiring is a founder's core job, not a delegated one, and it argues you should spend a third to a half of your time on it once you have product-market fit. It makes the case that selling your mission is what wins great people before you have obvious traction, which is exactly the leverage you need in a talent war. Read it to reset how seriously you treat recruiting as the founder.
- Treat recruiting as a top personal priority, not something you squeeze in around product
- A mission people believe in is your strongest pull when you cannot outbid larger companies
- Have candidates audition on real work rather than relying on interviews alone