As a startup, you often can't offer competitive salaries, so focus on what you can provide that is more valuable, like passion and personal growth opportunities.

Most startups are not generous enough with employee equity, and you should demand fair treatment in terms of compensation.

Early employees should receive more equity than those who join later because they take on greater risks and work harder in a chaotic startup environment.

Startups are unique in that they can avoid the principal-agent problems that plague larger companies. In a startup, what's best for the individual can often align with what's best for the company, allowing for more transparency and collaboration.

Highlight the potential for rapid career progression in startups, where individuals can rise quickly compared to traditional corporate environments.

The first hires in a startup should be motivated by the same passion as the founders, rather than being managed like traditional employees.

As a CEO, you should spend a significant amount of time hiring the best people, as this is essential for your startup's success.

The best enduring motivations for a startup founder are genuine interest in the problem being solved and a love for the team they work with. The startup experience can significantly enhance your career opportunities, even if the startup fails.

In early-stage startups, technical employees may find themselves doing the work of a co-founder while receiving only 1% or less equity, which is not a fair arrangement.