There are no silver bullets.
BEN HOROWITZYeah, I became a successful entrepreneur… Eventually
More Ben Horowitz Quotes
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Breakthrough ideas usually come from guys who look like they’re hallucinating
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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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There are no silver bullets.
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Volatility and length, that’s the value on an option. 10 years on a startup stock, that’s a big valuable thing.
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For example, the vast majority of security break-ins occur as a result of problems with known fixes. With an automated system, you can keep up to date.
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As a company grows, communication becomes its biggest challenge.
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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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Over the last ten years, technological advances have dramatically lowered the financial bar for starting a new company, but the courage bar for building a great company remains as high as it has ever been.
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You don’t need every investor to believe that you can succeed. You only need one.
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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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Nothing motivates a great employee more than a mission that’s so important that it supersedes everyone’s personal ambition.
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The trouble with innovation is that truly innovative ideas often look like bad ideas at the time.
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The one thing with stress is, you’ve got to keep your focus on what you can do, not what happened to you.
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As companies move to web-based computing they get a lot more servers, which are difficult to manage and control. All kinds of problems can arise – security, quality and worms.
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How do you make your company a good place to work in general? That’s a really really really large and complex set of skills.
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A key thing in being a leader is you’ve got to pause yourself.
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Wartime CEO is too busy fighting the enemy to read management books written by consultants who have never managed a fruit stand.
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In life, you don’t have a level of confrontation and the nonsense you run into when you’re a CEO. CEOs aren’t born.
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Until you make the effort to get to know someone or something, you don’t know anything.
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A lot of it is on the job training, combined with excellent mentorship.
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The person they’re working with, is going to be the person they’ll know more. So if that person leaves, they’re going to go – well, should have I left too? What did they get and how does that compare to my deal.
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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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It’s pretty clear that [customers] know what their budgets are now, and what they want to spend it on.
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You’re better off being The Beatles than The Monkees, as a startup.
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Business ends up being very dynamic and situational.
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When raising money, you want to look through the lens of ‘What happens when things go wrong?’
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