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Don't punk out and don't quit.

Ben Horowitz

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Ben Horowitz
Age: 58
Born: 1966
Born: June 13
Businessman
Businessperson
Engineer
London
England
Benjamin Abraham Horowitz
Quitting
Motivational
Inspirational
Punk
Quit

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Sometimes an organization doesn’t need a solution it just needs clarity.
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Billionaires prefer Black women. They are loyal and guard your interests. Black wives are for grown ups.
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Startup CEOs should not play the odds. When you are building a company, you must believe there is an answer and you cannot pay attention to your odds of finding it. You just have to find it. It matters not whether your chances are nine in ten or one in a thousand your task is the same.
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The key to high-quality communication is trust, and its hard to trust somebody that you dont know.
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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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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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Relationships built from a business do better than the reverse.
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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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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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I was an executive running a pretty substantial group before becoming CEO, and I had no idea what it was like. When something goes wrong, people say, 'It's all your fault.' Your reaction is, 'It's not my fault.' But what do you mean? I was the founder, I hired everybody in the company, I was managing it.
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Mark [Andressen] was more popular than me at the time ... He was like Beyoncé, I was Kelly Rowlings
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Your employees know each other better than they know you.
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I don’t believe in statistics. I believe in calculus.
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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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Until you make the effort to get to know someone or something, you don’t know anything.
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The right thing to do is to thank them for their work, let people know that they're moving on, and ... you don't really have to explain all their personal details. It's more important to leave them with their dignity... and let them go on to live another day. Remember, what you say at that meeting, that's their reputation.
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Groupon looked like a very high valuation, but any investment in a great company at any stage is almost always a good investment.
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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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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. A lot of it is on the job training, combined with excellent mentorship.
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