The team you build is the company you build.

Ultimately, I don't believe that you can build a company without a lot of effort, and that you need to lead by example.

Possibly the most important thing you do is actually edit the team.

Barrels are very difficult to find. But when you have them, give them lots of equity. Promote them, take them to dinner every week, because they are virtually irreplaceable because they are also very culturally specific. So a barrel at one company may not be a barrel at another company. One of the ways, the definition of a barrel is, they can take an idea from conception and take it all the way to shipping and bring people with them.

Transparency people talk a lot about, it's a goal everybody ascribes to but when push comes to shove, very few people actually adhere to it.

Most people would agree that the details matter when it faces the user. But where the real debate is on things that don't face the user.

If people start going to a desk, some one individual employees desk and they don't report to them... it's a sign that they believe that person can help them. So if you see that consistently, those are your barrels. Just promote them, give them more opportunity as fast as you can.