It’s hard in daily life. It’s even harder in management because it’s the stress of the moment.
BEN HOROWITZYour employees know each other better than they know you.
More Ben Horowitz Quotes
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I don’t believe in statistics. I believe in calculus.
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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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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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Your employees know each other better than they know you.
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A key thing in being a leader is you’ve got to pause yourself.
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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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If you have never done the job, how do you know what to want?
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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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It’s quite possible for an executive to hit her goal for the quarter by ignoring the future.
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The important thing about mobile is, everybody has a computer in their pocket. The implications of so many people connected to the Internet all the time from the standpoint of education is incredible.
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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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Most large mistakes in organizational design come from putting the individual ambitions of the people at the top of the organization ahead of the communication paths for the people at the bottom of the organization.
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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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It turns out that is exactly what product strategy is all about—figuring out the right product is the innovator’s job, not the customer’s job.
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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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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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In Silicon Valley, when you’re a private company, the entrepreneur can do no wrong.
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I believe in strength over lack of weakness.
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The right answer on raises is you have to be formal. You have to be formal to save your own culture.
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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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Planning is valuable, tho the plan is usually useless.
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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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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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A lot of it is on the job training, combined with excellent mentorship.
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There is no silver bullet. There are always options and the options have consequences.
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Here’s Kanye, the great musical genius of his generation in hip hop, but, like, society really can’t even deal with him because he’s always saying something that people go, ‘Oh, I can’t believe Kanye said that. I can’t believe he did that.’
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