硅谷成功的秘诀其实简单到离谱： 多帮别人。 多做顺手的事。 成为一个有用的人。 这些都会以 10 倍的方式回到你身上。 重复即可。 The secret to success in Silicon Valley is crazy simple. Do a lot of favors. Help people. Be useful. It will all come back to you 10x. Repeat.
Garry TanPresident & CEO, Ycombinator
观点原文
硅谷成功的秘诀其实简单到离谱：
多帮别人。
多做顺手的事。
成为一个有用的人。
这些都会以 10 倍的方式回到你身上。
重复即可。
The secret to success in Silicon Valley is crazy simple.
Do a lot of favors. Help people. Be useful.
It will all come back to you 10x.
Repeat.
Sharing
相关观点
- 告别单纯写代码的时代：YC 合伙人谈资深创业者与独立创始人如何用 AI 破局Garry Tan · 2026/09/26
- 世界上最好的产品，将由那些把 Claude Code、Codex 这类工具用到极致的人打造出来。只要提示词设计得当，你今天就可以交付 10 万行具备生产级质量的代码，并且一夜之间扩展到完整的 Web 级规模（webscale）。 The best products in the world will be built by those who fully use the tools like Claude Code and Codex to their absolute max. You can ship 100k LOC production quality code today with the right prompting that can scale up to full webscale overnight.Garry Tan · 2026/02/06
- 不要建立两套绩效标准。 随着公司规模扩大，很容易产生一种诱惑：对创始团队使用一套标准，而对其他员工使用更低的一套标准。创始人按“创始人级别”要求，其他人按“员工级别”要求。这是一个错误。它会滋生怨恨，也会让绩效标准变得模糊不清、难以理解。 相反，我会尝试识别那些——不论他们何时加入公司——真正达到“创始人级别表现”的员工，然后给予相应的对待：公开认可、更快的晋升、更多的股权。 这样做能让所有人都清楚，真正的标准到底是什么。有些人会因此成长起来，有些人会选择离开。两种结果都没问题。 Don't create two tiers of performance expectations. As companies scale, there's a temptation to hold the founding team to one standard and everyone else to a lower one. Founder-level performance for the originals, employee-level for the rest. This is a mistake. It breeds resentment and makes the bar impossible to understand. Instead, I try to identify which employees — regardless of when they joined — are performing at founder-level, and then treat them accordingly. Public recognition, faster promotion, more equity. This clarifies for everyone what the actual bar is. Some people rise. Some people leave. Both are okay.Garry Tan · 2026/01/18
- 在痛点出现时再招聘。不要因为你觉得“很快可能会需要人”，或者“也许以后某个时候会用得上”就去招人。要等到你或你的团队真的开始吃不消了： 周末还在加班 错过家庭晚餐 工作开始掉链子 这种痛感，才是这个岗位真实存在的信号。我是在吃了亏之后才明白这一点的——我看到很多创始人（包括我自己）提前招聘，结果招来的人进入的岗位还没真正成型。 当你是在痛点中招聘时：你非常清楚这份工作到底是什么，因为你刚刚一直在亲自做；你能判断绩效好坏，因为你知道“好”长什么样；新员工也明白：如果他们失败了，你会随时顶上，因为你上周还在做这件事。 Hire out of pain. Don't hire because you think you'll need someone soon or maybe sometime later. Wait until you or your team are actually hurting: working weekends, missing family dinners, dropping balls. That pain is the signal that the role is real. I learned this the hard way after watching founders (including myself) hire ahead of need and end up with people in roles that weren't fully formed yet. When you hire out of pain, you know exactly what the job is because you've been doing it yourself. You can evaluate performance because you know what good looks like. And the new hire knows you'll step back in if they fail, because you were just doing it last week.Garry Tan · 2026/01/16