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A key thing in being a leader is you’ve got to pause yourself.

Ben Horowitz

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Ben Horowitz
Age: 58
Born: 1966
Born: June 13
Businessman
Businessperson
Engineer
London
England
Benjamin Abraham Horowitz
Pause
Pauses
Management
Keys
Leader
Thing

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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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Your employees know each other better than they know you.
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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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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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Nothing motivates a great employee more than a mission that's so important that it supersedes everyone's personal ambition.
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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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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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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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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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There is no silver bullet. There are always options and the options have consequences.
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Relationships built from a business do better than the reverse.
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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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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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It's quite possible for an executive to hit her goal for the quarter by ignoring the future.
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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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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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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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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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Sometimes an organization doesn’t need a solution it just needs clarity.
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