When it comes to growing a startup, you need to optimize for operational efficiency.
What does this mean?
When you're trying to find product-market fit or simply find customers to buy your product or service, having people on your team that follow your directions as a founder is a requirement.
Keep your team small and tight as long as possible.
Too many meetings, opinions, and people will delay your progress to reach product-market fit.
It helps little to add friction to the daily work; small barriers will add up. More people saying no or that they don't agree with a vision is not helpful.
You'll learn more from going fast and testing your assumptions in the real world than by sitting down to get everyone's thorough opinion.
This sounds anti-collaborative, because it kind of is.
At first, startups have to be centralized governments, until they can't anymore.
At some point, however, your startup has to evolve to get done more faster, but that point will surface when it's time to do so. Which is when you reach "Operational Debt".
I believe good startups have operational debt. The debt that accumulates from having to patch up too many processes for the sake of obtaining new customers and satisfying current ones.
When this happens, it means you're ready to grow the team. Because growing your team will likely come with more operational inefficiencies.
But at that point, the operational inefficiency becomes a necessity.
Until then, remove operational friction by finding people that accept your vision.
ps: this doesn't necessarily apply to co-founders