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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.
Ben Horowitz
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Ben Horowitz
Age: 58
Born: 1966
Born: June 13
Businessman
Businessperson
Engineer
London
England
Benjamin Abraham Horowitz
Hungry
Superior
Develop
Superiors
Losing
Incredibly
Products
Survive
Massively
Succeed
Selling
Addition
Environment
Technique
Sales
Must
Seriously
Techniques
Product
Competitive
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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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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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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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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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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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Until you make the effort to get to know someone or something, you don’t know anything.
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Don't punk out and don't quit.
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There is no silver bullet. There are always options and the options have consequences.
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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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I don’t believe in statistics. I believe in calculus.
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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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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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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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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 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 only thing that prepares you to run a company is running a company.
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What do you get when you cross a herd of sheep with a herd of lemmings? A herd of venture capitalists.
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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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