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The bigger you get, the harder this gets because the more aggressive the people working for you are.

Ben Horowitz

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Ben Horowitz
Age: 58
Born: 1966
Born: June 13
Businessman
Businessperson
Engineer
London
England
Benjamin Abraham Horowitz
Bigger
Gets
Working
People
Aggressive
Management
Harder

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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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Startup CEOs should not play the odds. When you are building a company, you must believe there is an answer and you cannot pay attention to your odds of finding it. You just have to find it. It matters not whether your chances are nine in ten or one in a thousand your task is the same.
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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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The only thing that prepares you to run a company is running a company.
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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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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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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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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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Nothing motivates a great employee more than a mission that's so important that it supersedes everyone's personal ambition.
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Sometimes an organization doesn’t need a solution it just needs clarity.
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There is no silver bullet. There are always options and the options have consequences.
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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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It's pretty clear that [customers] know what their budgets are now, and what they want to spend it on.
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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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Relationships built from a business do better than the reverse.
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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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Leadership is hard to train on.
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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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