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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
Aggressive
Management
Harder
Bigger
Gets
Working
People

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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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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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When I was CEO, and I'd listen to music, a lot of people listen to music and you get inspiration from it. And a lot of things in hip hop are very instructive for being in business. Particularly, hip hop is a lot about business, and so it was very useful for me in any job.
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The only thing that prepares you to run a company is running a company.
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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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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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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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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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Leadership is hard to train on.
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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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What do you get when you cross a herd of sheep with a herd of lemmings? A herd of venture capitalists.
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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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The key to high-quality communication is trust, and its hard to trust somebody that you dont know.
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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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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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Sometimes an organization doesn’t need a solution it just needs clarity.
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