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Leadership is hard to train on.

Ben Horowitz

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Ben Horowitz
Age: 58
Born: 1966
Born: June 13
Businessman
Businessperson
Engineer
London
England
Benjamin Abraham Horowitz
Train
Leadership
Hard

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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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Sometimes an organization doesn’t need a solution it just needs clarity.
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A key thing in being a leader is you’ve got to pause yourself.
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I don’t believe in statistics. I believe in calculus.
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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 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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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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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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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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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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Relationships built from a business do better than the reverse.
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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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Mark [Andressen] was more popular than me at the time ... He was like Beyoncé, I was Kelly Rowlings
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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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The bigger you get, the harder this gets because the more aggressive the people working for you are.
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Don't punk out and don't quit.
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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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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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