In life, everybody faces choices between doing what’s popular, easy, and wrong vs. doing what’s lonely, difficult, and right.
BEN HOROWITZHow do you make your company a good place to work in general? That’s a really really really large and complex set of skills.
More Ben Horowitz Quotes
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To succeed at selling a losing product, you must develop seriously superior sales techniques. In addition, you have to be massively competitive and incredibly hungry to survive in that environment.
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In a company, hundreds of decisions get made, but objectives and goals are thin.
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When you’re making a critical decision, you have to understand how it’s going to be interpreted from all points of view. Not just your point of view, not just the person you’re talking to, but the people that aren’t in the room. Everybody else.
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The bigger you get, the harder this gets because the more aggressive the people working for you are.
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You can take somebody’s job, you have to take their job, but you don’t have to take their dignity.
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One of the great things about building a tech company is the amazing people that you can hire.
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If you have never done the job, how do you know what to want?
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It’s hard in daily life. It’s even harder in management because it’s the stress of the moment.
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There are no shortcuts to knowledge, especially knowledge gained from personal experience. Following conventional wisdom and relying on shortcuts can be worse than knowing nothing at all.
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I think theres a lot to be said about just enjoying your work. It can be very contrived when people say their work is for the good of mankind.
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These decisions intensify when you run a company, because the consequences get magnified 1,000 fold. As in life, the excuses for CEOs making the wrong choice are always plentiful.
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Hire sales people who are really smart problem solvers, but lack courage, hunger and competitiveness, and your company will go out of business.
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Generally the reason they fail in the job is, you made some mistake in the hiring process in that you didn’t match… them to the needs of your company accurately enough. That’s the #1 reason this fails. And that’s generally a good place to start.
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In my experience as CEO, I found that the most important decisions tested my courage far more than my intelligence.
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Note to self: It’s a good idea to ask, “What am I not doing?
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