Out: Tying compensation changes to performance reviews. In: Taking a real-time approach to rewarding impact the moment it happens. “Sometimes people have been here just a few months when we adjust comp,” @clay co-founder and Head of Operations, Varun Anand (@vxanand) says, “because we noticed they’re defying the expectations we had when they joined. We don’t wait for a formal performance review to make that happen. We do it immediately.” When building their comp philosophy, Anand: -Separated performance reviews from pay adjustments to reduce frustration and attrition -Grounded every increase in benchmarking data and measurable results -Regularly reviewed top performers across the org to recognize impact early “We’re proactive about rewarding people who outperform expectations,” he says. “It builds trust, loyalty, and long-term commitment.”

In startups, there are plenty of decision points where Option A and Option B both suck. In these moments, execs can’t spin their wheels for days or weeks. Just pick one option and go. Rippling’s COO Matt MacInnis shares his philosophy that velocity is more important than perfection.