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Mark [Andressen] was more popular than me at the time ... He was like Beyoncé, I was Kelly Rowlings

Ben Horowitz

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Ben Horowitz
Age: 58
Born: 1966
Born: June 13
Businessman
Businessperson
Engineer
London
England
Benjamin Abraham Horowitz
Time
Like
Kelly
Popular
Mark

More quotes by Ben Horowitz

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In all the difficult decisions that I made through the course of running Loudcloud and Opsware, I never once felt brave. In fact, I often felt scared to death. I never lost those feelings, but after much practice, I learned to ignore them. That learning process might also be called the courage development process.
Ben Horowitz
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You know what the difference between a vision and a hallucination is? They call it a vision when other people can see it.
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A CEO needs great intelligence and great courage. And I always found my courage was tested more.
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Don't punk out and don't quit.
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Sometimes an organization doesn’t need a solution it just needs clarity.
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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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A key thing in being a leader is you’ve got to pause yourself.
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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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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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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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The only thing that prepares you to run a company is running a company.
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The key to high-quality communication is trust, and its hard to trust somebody that you dont know.
Ben Horowitz
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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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In life, everybody faces choices between doing what's popular, easy, and wrong vs. doing what's lonely, difficult, and right. 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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Nothing motivates a great employee more than a mission that's so important that it supersedes everyone's personal ambition.
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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 bigger you get, the harder this gets because the more aggressive the people working for you are.
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If you manage a team of 10 people, its quite possible to do so with very few mistakes or bad behaviors. If you manage an organization of 1,000 people it is quite impossible. At a certain size, your company will do things that are so bad that you never imagined that youd be associated with that kind of incompetence.
Ben Horowitz
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Breakthrough ideas usually come from guys who look like they're hallucinating
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The primary thing that any technology startup must do is build a product that's at least 10 times better at doing something than the current prevailing way of doing that thing. Two or three times better will not be good enough to get people to switch to the new thing fast enough or in large enough volume to matter.
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