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Startup ideas are rarely lightbulb moments. It's more like having an idea of something you could do that nobody else has done before, and it's probably a bad idea.
Or, the idea seems way implausible, but you want to see what happens, for example, the beginning of Facebook.
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Good ideas are often not quite intuitive. The outcomes of startups are hard to predict. There's a tremendous amount of luck involved. An idea might have something to it, but it's not obvious.
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Find someone you trust, and then find someone they trust. In other words, take recommendations from people. When you hire via the web, don't hire too fast.
Paul Graham picked Robert Morris as a cofounder because he was his co-conspirator. Robert was an exceptional programmer. He could program as fast as he could type. When they needed more programmers, they recruited the smartest person Robert knew.
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Advise for startups are often counintuitive and not obvious. For example:
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The hardest part of being a sole founder is morale.
When you start out, there are a million reasons why what you're doing isn't going to work. When you're a sole founder, there's no one to keep you going when things are going badly and no one to cheer you up.
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The risk of launching early is not so great as the risk of launching late.
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If you don't pay attention to users, you will make up some idea in your head that you will call your vision, and then you will spend time thinking about your vision by yourself and build some elaborate thing without talking to users.
You are better off finding someone with a problem that they will pay you to fix and then see if you can find more people like that.
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