We would celebrate and promote our most prolific engineers—not the ones who solved the hardest or most interesting problems. The organization pays a lot of attention to who you choose to recognize publicly. The relative values of quantity (aka speed) and quality are different for startups. You can shift what a team prioritizes with what you reward.
We invested a lot in our ability to recover quickly from failures.
This fear of pissing someone off is the single biggest reason why companies become SLOW.
You need to be OK having your change rolled back or switched up.
This aspect is critical—people in the company should feel zero entitlement in terms of having things always go their way. There is still a chain of command. There are still product managers. There are still CEOs.
My approach is to work as hard as I can and THEN to expect the same of everyone.
Note: But the rewards are not the same… so unless we are also considering differences in efficiency, you simply cannot ask others the same effort