Instead of violent wars there could be violent video games. Instead of heroic feats, there could be thrilling amusement park rides. Instead of serious thought, there could be intrigues of all sorts as if in a soap opera. It is a world where people spend their lives amusing themselves to death.

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Whenever an entrepreneur asks me to invest in his company, I ask him how much he intends to pay himself. A company does better the less it pays the CEO — that’s one of the single clearest patterns I’ve noticed from investing in hundreds of startups. In no case should a CEO of an early-stage, venture-backed startup receive more than $150,000 per year in salary

However, for equity to create commitment rather than conflict, you must allocate it very carefully. Giving everyone equal shares is usually a mistake: every individual has different talents and responsibilities as well as different opportunity costs, so equal amounts will seem arbitrary and unfair from the start. On the other hand, granting different amounts up front is just as sure to seem unfair. Resentment at this stage can kill a company, but there’s no ownership formula to perfectly avoid it.

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This problem becomes even more acute over time as more people join the company. Early employees usually get the most equity because they take more risk, but some later employees might be even more crucial to a venture’s success. A secretary who joined eBay in 1996 might have made 200 times more than her industry-veteran boss who joined in 1999.

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