Quotes from Kathryn Minshew

Work is personal in the same way that finding a friend or partner is personal.

When The Daily Muse initially wanted to launch a job board, our first ideas were insanely (and needlessly) complex. We wanted to integrate with social networks, gather rich personal data to build predictive algorithms, and put together numerous cool visualization tools before launching out to the world. We were just sure users would love it!

Don't let that nagging fear - that feeling that being different automatically qualifies you as being wrong - eat away at you.

As a cohort, millennials are unique in their social consciousness, and they make decisions based on that awareness. Keep them engaged at work by showcasing a culture of paying it forward and tying the day-to-day into the larger purpose of the organization.

I tend to find you have to be fairly vulnerable to get something... to get a perspective worth having. Which can be controversial. But I find telling someone what you're thinking about, what you want, and what you're afraid of can often help them give guidance.

Employers are looking for individuals who can tell a story about what they bring to a particular company, and people with an understanding of that have a much better chance of getting to where they want to go.

We spend a lot of time on Skype and other video interviews, and it's funny how many people will prepare for a Skype interview by wearing a formal suit jacket with pajama pants on the bottom. Then suddenly, someone is at the door, and you have to get up, and you realize you're wearing reindeer boxers. Just put pants on.

As we've grown 'The Daily Muse' and met contacts who want to collaborate with us, knowing who does what has helped us be clear on who we want our partners to connect with - and makes us look buttoned up, too. SEO firm? Talk to our COO. An editor from the 'Huffington Post?' Meet our Editor-in-Chief.

For me, I spent months on job boards in 2010 and was frustrated by the experience. It's antiquated and clunky, and there was nothing about a particular job posting that helped me favor one company over another. You literally get a list of 5,000 jobs that look the same.

Take the time to match your application to the company and the role you're applying for. Even if it means you're sending out fewer applications overall, I think that can be really powerful.

People actually aren't moving on from companies much more quickly than in the past, but there's a perception that they do, so companies are investing less in talent on the assumption that young employees won't stay long.

Even your most talented employees have room for growth in some area, and you're doing your employee a disservice if the sum of your review is: 'You're great!' No matter how talented the employee, think of ways he could grow towards the position he might want to hold two, five, or 10 years down the line.

When I started my first company, I still had a 40-hour a week job. I was working on my company on nights and weekends before I took the plunge and gave up a salary.

If you're able to arrange a trial period with a new hire, do it. It will give both of you a chance to make sure the position is a good fit - and can help you avoid being in the awkward situation of wanting to fire someone three or four weeks in.

I had been a veteran of pretty challenging job searches, so I knew firsthand how frustrating, confusing, and demoralizing the job search process can be. Even after you get a job, many people join companies and discover in the first couple weeks that they aren't a good match with the personality and values of the company.

I am a big advocate for having an open discussion about team norms and preferences. At The Muse, some of us like to start working at 7:30 A.M. Others focus best from 10 P.M. to 2 A.M. Create a culture where it's acceptable not to be working when someone else is working.

With clearly defined roles and a focus on communication, it's much easier to make your company come across as well-organized and on top of things - because it actually is.

Launching a start-up, you need to get a lot done quickly. Every day is different. Everyone pitches in with everything. It's easy for the founding team to say, 'We're flexible. We all help out with everything!' But when it comes to making decisions - that flexibility can spell inefficiency and disaster.

When talking to first-time entrepreneurs, I often ask them: 'How do you know that people want your product or service?' As you can expect, the answer is often that they don't yet, but will know once they launch. And they're right. That's why it's critical to launch as quickly as possible so you can get that feedback.

You know, as most entrepreneurs do, that a company is only as good as its people. The hard part is actually building the team that will embody your company's culture and propel you forward.

I think the idea of a 'perfect job' is a myth - there are pros and cons of every position, good days and bad days, and even what most people would consider dream jobs come with their share of downsides.

My first company failed completely. And it failed at about ten months old. I had about 12 months of savings, so when it failed I was thinking: 'Do I go back to work?' And at that point I believed so deeply in what I was doing that I couldn't imagine anything else other than trying to make this business work.

We knew when we started the Daily Muse, we wanted a recruiting-focused business model rather than an advertising-focused one. We felt like publishers were being forced to go to more and more extreme lengths to monetize through advertising.

I'm an entrepreneur, so I've got to be ruthless about 'me' time if I want to have any left to myself! I make myself leave the office by 8 or 9 P.M. most nights, even if I do curl up with my laptop and a glass of wine at home to get through email.