Paul Graham Quotes

So who should shoot for superlinear returns? Ambitious people of two types: those who know they're so good that they'll be net ahead in a world with higher variation, and those, particularly the young, who can afford to risk trying it to find out.

Number of users may not be the perfect test, but it will be very close. It’s what acquirers care about. It’s what revenues depend on. It’s what makes competitors unhappy. It’s what impresses reporters, and potential new users.

When you tread water, you lift yourself up by pushing water down. Likewise, in any social hierarchy, people unsure of their own position will try to emphasize it by maltreating those they think rank below. I've read that this is why poor whites in the United States are the group most hostile to blacks.

You might find contradictory taboos. In one culture it might seem shocking to think x, while in another it was shocking not to. But I think usually the shock is on one side. In one culture x is ok, and in another it’s considered shocking. My hypothesis is that the side that’s shocked is most likely to be the mistaken one.

The test of character is how you treat the powerless.

Vibe coding is here to stay. I'd been worried it might be a fad, but I talked to the founder of an infrastructure company who's in a position to see how well vibe-coded apps are doing, and he said a lot of them are making money.

Whenever I make some general observation, lots of people think it's a subtweet, but it rarely is. Often I don't even know what controversy du jour they assume I'm referring to.

A great programmer, on a roll, could create a million dollars worth of wealth in a couple weeks. A mediocre programmer over the same period will generate zero or even neg- ative wealth (e.g. by introducing bugs).
This is why so many of the best programmers are libertarians.

It's a dangerous skill to be good at convincing yourself that you don't want things you worry you might not get. Useful in some areas perhaps, but disastrous in others.

Focus, as Steve Jobs said, is about saying no.

The only dangerous competitors are focused ones.

Ergo there are things that even the most dangerous competitors say no to, and it would be worth thinking explicitly about what those are.

It is even more difficult to get a man to understand something when his identity depends on his not understanding it.

Later we'll find it hard to believe that masked thugs were dragging people off the street at gunpoint. At least I hope we will, since the other alternative would be to decline into the kind of country where that's normal.

As for building something users love, here are some general tips. Start by making something clean and simple that you would want to use yourself. Get a version 1.0 out fast, then continue to improve the software, listening closely to users as you do. The customer is always right, but different customers are right about different things; the least sophisticated users show you what you need to simplify and clarify, and the most sophisticated tell you what features you need to add.

Tweets that repeat the same sentence over and over almost always seem to be mistaken. Perhaps because you can make a better case for the truth than merely repeating it.

Use difficulty as a guide not just in selecting the overall aim of your company, but also at decision points along the way. At Via web one of our rules of thumb was run upstairs. Suppose you are a little, nimble guy being chased by a big, fat, bully. You open a door and find yourself in a staircase. Do you go up or down? I say up. The bully can probably run downstairs as fast as you can. Going upstairs his bulk will be more of a disadvantage. Running upstairs is hard for you but even harder for him. What this meant in practice was that we deliberately sought hard problems. If there were two features we could add to our software, both equally valuable in proportion to their difficulty, we’d always take the harder one. Not just because it was more valuable, but because it was harder. We delighted in forcing bigger, slower competitors to follow us over difficult ground. Like guerillas, startups prefer the difficult terrain of the mountains, where the troops of the central government can’t follow. I can remember times when we were just exhausted after wrestling all day with some horrible technical problem. And I’d be delighted, because something that was hard for us would be impossible for our competitors.