DrBaher

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Be good and good things will happen to you

If you’re benevolent, people will rally around you: investors, customers, other companies, and potential employees. In the long term the most important may be the potential employees. I think everyone knows now that good hacker are much better than mediocre ones. If you can attract the best hackers to work for you, as Google has, you have a big advantage. And the very best hackers tend to be idealistic. They’re not desperate for a job. They can work wherever they want. So most want to work on things that will make the world better.

Quoted from Paul Graham’s Essay “Be Good“  

Be good to boost your morale for hard times

Morale is tremendously important to a startup—so important that morale alone is almost enough to determine success. Startups are often described as emotional roller-coasters. One minute you’re going to take over the world, and the next you’re doomed. The problem with feeling you’re doomed is not just that it makes you unhappy, but that it makes you stop working. So the downhills of the roller-coaster are more of a self fulfilling prophecy than the uphills. If feeling you’re going to succeed makes you work harder, that probably improves your chances of succeeding, but if feeling you’re going to fail makes you stop working, that practically guarantees you’ll fail.

Here’s where benevolence comes in. If you feel you’re really helping people, you’ll keep working even when it seems like your startup is doomed. Most of us have some amount of natural benevolence. The mere fact that someone needs you makes you want to help them. So if you start the kind of startup where users come back each day, you’ve basically built yourself a giant tamagotchi. You’ve made something you need to take care of.

 Quoted from Paul Graham’s Essay “Be Good“ 

Dunbar's Number

Dunbar’s number is the supposed cognitive limit to the number of individuals with whom any one person can maintain stable social relationships. 

This limit is a direct function of relative neocortex size, and that this in turn limits group size … On the periphery, the number 150. 

This number was then compared with observable group sizes for humans. 

Surveys of village and tribe sizes also appeared to approximate this predicted value, including 150 as the estimated size of a neolithic farming village; 150 as the splitting point of Hutterite settlements; 200 as the upper bound on the number of academics in a discipline’s sub-specialization; 150 as the basic unit size of professional armies in Roman antiquity and in modern times since the 16th century; and notions of appropriate company size.