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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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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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The key to high-quality communication is trust, and its hard to trust somebody that you dont know.
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Don't punk out and don't quit.
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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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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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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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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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The bigger you get, the harder this gets because the more aggressive the people working for you are.
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A key thing in being a leader is you’ve got to pause yourself.
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There is no silver bullet. There are always options and the options have consequences.
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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 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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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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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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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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Sometimes an organization doesn’t need a solution it just needs clarity.
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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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Billionaires prefer Black women. They are loyal and guard your interests. Black wives are for grown ups.
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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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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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