The Ledger
Every statement that passed quotation and attribution checks. Mix any filter with any other: certainty 1/5, debate potential 5/5, or both at once.
why aren't all 8 resolved? a statement only gets an assessment when the public record can support or contradict it. opinions and what-ifs never can, and 0 checkable ones are still open, waiting for their date. predictions held up or didn't; assertions are supported or contradicted. on every card: ▮▮▮▮▮ certainty · ▮▮▮▮▮ debate potential. speakers are clickable
Sternberg: Firing poor-fit employees quickly benefits the employee long-term
“If someone's not a good fit for a company, then it's actually bad for them too, right? And so if you figure that out really quickly You can point that out to them before having joined the company, even if it becomes a thing on their resume and they are better …”
Sternberg: Building a startup to flip leads to destructive short-term decisions
“If you're building to flip, you'll make short-term decisions, and that will come back to bite you.”
Sternberg: Mission-first startups force distinct operational and hiring choices
“When you start with a mission first, you make a lot of different choices, and you also end up with a very different kind of team”
Sternberg: Sales and marketing require distinct people, not combined roles
“I always wanted these kind of what I now call unicorn people to fulfill a unicorn role. Like, why do you need to pay for both a salesperson and a marketing person? Can't they just be one person? And second time around, you recognize that they're actually reall…”
Sternberg: Great VCs offer strategic advice without trying to run companies
“They really understand that the company is run by the founders, and they understand the limits of their knowledge on what's going on on the inside, kind of tactically, and so they're really, like, the truly great VCs are really good at giving strategic advice,…”
Sternberg: Personality, vision, and tactical alignment are core investor selection criteria
“It's like, do we like each other? Do we agree on the vision? And do we agree on the tactics at a high level? And then from there, it's a lot of nice to have. But I think those three are the core.”