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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.

Ben Horowitz

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Ben Horowitz
Age: 58
Born: 1966
Born: June 13
Businessman
Businessperson
Engineer
London
England
Benjamin Abraham Horowitz
Management
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Answer
Answers
Culture
Right
Formal
Raises

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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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The bigger you get, the harder this gets because the more aggressive the people working for you are.
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I don’t believe in statistics. I believe in calculus.
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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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Breakthrough ideas usually come from guys who look like they're hallucinating
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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 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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Until you make the effort to get to know someone or something, you don’t know anything.
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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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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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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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Your employees know each other better than they know you.
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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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A CEO needs great intelligence and great courage. And I always found my courage was tested more.
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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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