Sahil Lavingia

Sahil Lavingia quotes on hiring

Founder Gumroad, funder @

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Things you don't have to do to start a company: - Quit your job - Learn to code - Write a business plan - Raise money - Hire employees Things you have to do: Start.


A CEO’s first job is to get the company capitalized. A CEO’s second job is to recruit a team. A CEO’s third job is to provide them with clarity so they can solve their customers' problems. A CEO’s fourth job is to get out of the way until one of the above is no longer true.


The best jobs require no past experience.


If you don't think you're qualified for an opportunity, you're also not qualified to determine if you're qualified for that opportunity. Don't self-reject. Apply


If you're only hiring people with the same views as you, you're building a company of robots.


How to hire the best: • Work on an interesting problem. • Pay really well. • Get out of the way.


We’ve made an incredible innovation in hiring: Pay someone to do the work they would be doing if they get the job. If they are able to do it, they get the job.


Cold email is not a numbers game. Raising money is not a numbers game. Recruiting is not a numbers game. Dating is not a numbers game. Make yourself more compelling. Don’t blame the numbers.


After interviewing thousands of applicants it seems that the top reasons people decide to leave their jobs are: - they weren't able to have a large impact - they stopped learning/growing


If you’re having a hard time: - Raising money - Hiring people - Getting customers The problem may not be in your ability to fundraise, hire, or sell. Those are symptoms. The problem is probably more fundamental: lack of growth, lack of product-market fit, you.


Hiring is the hardest thing about startups. Everyone will tell you it's the hardest thing you'll ever do, and you'll believe them. And you will *still* underestimate just how hard and time-consuming it really is.


Don't hire someone who needs to hire someone to do their job.


Every fundraise is a failure. An admission that you aren’t able to do what you want with the money you have. Every hire is a failure. An admission that you aren’t able to do what you want with the team you have.


Too many people focus on how good they are (or aren't) instead of how fast they are improving. I'd much rather hire someone who is growing exponentially than someone who has plateaued. The latter might be a great employee for a long time, the former will replace me.


Things we used to look for in candidates: - How familiar they were with our product/company/mission - How hard they were willing to work - Whether they were a “culture fit” Now, none of those things: If you’re able and willing to do the work, we’ll hire you.


I wonder if early employees know how grateful their newfound company is to them for joining. Every single hire was an incredible victory for us. But we were almost scared to tell them that because we thought maybe if they knew, they'd leave.


Beyond technical ability, I look for these characteristics in candidates: - Communicates well (everyone always knows what they're up to) and asks for feedback early and often - Self-motivated to solve problems and find new ones - Manages up (tells me how to best empower them)


The less you need something, the easier it is to get: raising money, hiring great people, customers, and more.


A side effect of remote work is that it minimizes the implicitly competitive nature of startups: You no longer compete with each other to hire the same few people. You no longer compete for the same real estate, driving prices up. Going more remote means less frenemies.

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