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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.

Ben Horowitz

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Ben Horowitz
Age: 58
Born: 1966
Born: June 13
Businessman
Businessperson
Engineer
London
England
Benjamin Abraham Horowitz
Make
Skills
Good
Training
Mentorship
General
Combined
Company
Mentor
Jobs
Complexes
Place
Excellent
Work
Complex
Really
Large

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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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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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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.
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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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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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The only thing that prepares you to run a company is running a company.
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Early in my career as an engineer, I’d learned that all decisions were objective until the first line of code was written. After that, all decisions were emotional.
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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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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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Don't punk out and don't quit.
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I don’t believe in statistics. I believe in calculus.
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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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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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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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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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The bigger you get, the harder this gets because the more aggressive the people working for you are.
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When I was CEO, and I'd listen to music, a lot of people listen to music and you get inspiration from it. And a lot of things in hip hop are very instructive for being in business. Particularly, hip hop is a lot about business, and so it was very useful for me in any job.
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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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Your employees know each other better than they know you.
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