If you want your team or company to have certain values, to care about certain things, to act in certain ways, the time to do it is in these first 200 people — or the first 100 if possible. After that, a lot of other stuff takes hold.

Hiring is a network effect. The first 100 people...

People who are successful at fast-growing companies:

• Are able to adapt to the chaos and uncertainty of adding new people
• Redefine their jobs on a regular basis (every 3-6 months)
• Accept the uncomfortable emotions that come when teams double in a short period of time

1. Write down the qualities you want your company to embody.
2. Write down your vision — what you’re doing in the world.
3. Communicate these things again and again, all the time. You can’t overcommunicate these ideas.

• Help people understand it's normal to feel anxious or scared. This is what they should expect during rapid growth.
• Encourage them to ride their emotions out and postpone acting on their emotions when new people come aboard.
• Set up 1:1s after a month to see how eveyone is hand...

This is where everything gets hard and you go from being a family to being a company.

This stage is about developing the right principles. Write down your mission, values and philosophies. Make it clear who you are and how you do things.

Talk about those thing...

Whatever your company looks like at this stage is how it will be when you're older and bigger.

After 200 employees, any shift in culture requires a lot of work from all leaders within the company. However, when you see a trend over time that you don’t like, you need to aggressively ...

Adding people doesn’t mean there’s less work for the people that are already there. It means that the entire company can do more.

This is an opportunity to find a new job — a bigger and better Lego tower to build. It's more about shifting t...