What bad recommendations do people in your field repeat too often?

No. We have a lot of customers, and we have a lot of research into our installed base. We also watch industry trends pretty carefully. But in the end, for something this complicated, it's really hard to design products by focus groups. A lot of times, people don't know what they want until you show it to them.

I was going to say work on what you love, but that's not really it. It's so easy to convince yourself that you love what you're doing — who wants to admit that they don't? When I think about it, the happiest and most successful people I know don't just love what they do, they're obsessed with solving an important problem, something that matters to them.

every time I heard the word “smart” attached to anything, it means it’s pretty dumb, because no one knows what it really does. They just add “smart” as a prefix to say, “Oh, you must buy this, because it’s smart.” If they can’t tell you what it does and why it does it, don’t buy it just because it says “smart.”

Many people talk about a willingness to have failures. I hate failures. I don't think you should strike to make failures. I think it's OK to make mistakes – but by the time they become real failures, you probably should have discovered them much earlier.

So, look, I read lots of books, lots of them, you know, especially when I went from programmer to a business, realizing I have to just learn business really quick. I got really dismayed with the quality of business books pretty quickly, because frankly, I think the business books are largely written by the people who have time, who are not the people who actually build companies, frankly.

Our culture lionizes entrepreneurs who navigate daring switchbacks in their career. Steve Jobs was admired not just for Apple, but also his detour to found Pixar. Elon Musk is revered for helming Tesla AND SpaceX. But don't be distracted by other people's winding paths. I believe you should celebrate your single-mindedness, and stick to your own overarching idea — for as long as it holds your own fascination. In my experience, that could last your entire career.

The second thing there was another thing I learned at Sequoia is that the culture of a business is built in the first six months by the first ten to 15 employees. These are magical, really, really important times. And I used to hear a lot even at Sequoia, a lot of entrepreneurs saying, “Hey, I'm too busy to think about culture. When we become a unicorn, when we grow, I'll worry about culture.” And for whoever has kids, it's almost like saying I'm too busy about educating my kids. When they turn 18, then I'll figure it out. Too late.