One of the top causes of startup death - right after cofounder problems - is building something no one wants.

Done right, a performance review is one of the best opportunities to encourage and support high performers and constructively improve your middle- and lower-tier workers.

The best cover letters I've read are from people who have a passion for my company, and can make that passion come to life on a page. The letters that make me say, 'Yes! This person really gets it.' Because, at the end of the day, I want to hire people who already get it. Most hiring managers do.

If you're able to arrange a trial period with a new hire, do it. It will give both of you a chance to make sure the position is a good fit - and can help you avoid being in the awkward situation of wanting to fire someone three or four weeks in.

Thinking big is only one part of being a successful entrepreneur.

You know, as most entrepreneurs do, that a company is only as good as its people. The hard part is actually building the team that will embody your company culture and propel you forward.

My first company failed completely. And it failed at about ten months old. I had about 12 months of savings, so when it failed I was thinking: 'Do I go back to work?' And at that point I believed so deeply in what I was doing that I couldn't imagine anything else other than trying to make this business work.