*High Growth Handbook: Scaling startups from 10 to 10,000 people*

Edited, produced, and partly written by Elad Gil, the book is also a series of interviews with Marc Andreessen, Sam Altman, Patrick Collison, Reid Hoffman, Keith Rabois, Naval Ravikant, and others.

Marc Andreessen says:

If you don’t start layering in HR once you’ve passed 50 people on your way to 150, something is going to go badly wrong.

Claire Hughes Johnson (COO of Stripe) says:

When I came into Stripe, I had a similar document.  I wrote a document back when I was at Google called, “Working with Claire.”  And when I first got to Stripe, I adapted it slightly, but it was pretty relevant.  I shared it with everyone who was working with me closely, but I have made it an open document.  It spread quite quickly through the organization…I think that founders should write a guide to working with them.

Patrick Collison says:

..the CEO ultimately does not have that many jobs, but I think culture is among them.  And it ought not be delegated.  Briefly speaking, I think there are five top responsibilities of a CEO: being the steward of and final arbiter of the senior management; being the chief strategist; being the primary external face for the company, at least in the early days; almost certainly being the chief product officer, although that can change when you’re bigger; and then taking responsibility and accountability for culture.

Self-recommending, you can order it here.


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