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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
Gets
Working
People
Aggressive
Management
Harder
Bigger

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The only thing that prepares you to run a company is running a company.
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Relationships built from a business do better than the reverse.
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How do you make your company a good place to work in general? That's a really really really large and complex set of skills. A lot of it is on the job training, combined with excellent mentorship.
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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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Sometimes an organization doesn’t need a solution it just needs clarity.
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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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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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Breakthrough ideas usually come from guys who look like they're hallucinating
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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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There is no silver bullet. There are always options and the options have consequences.
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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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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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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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Nothing motivates a great employee more than a mission that's so important that it supersedes everyone's personal ambition.
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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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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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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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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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