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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.

Ben Horowitz

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Ben Horowitz
Age: 58
Born: 1966
Born: June 13
Businessman
Businessperson
Engineer
London
England
Benjamin Abraham Horowitz
Valuable
Value
Values
Bigs
Volatility
Thing
Option
Years
Stock
Length
Management

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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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Don't punk out and don't quit.
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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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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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The bigger you get, the harder this gets because the more aggressive the people working for you are.
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Relationships built from a business do better than the reverse.
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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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Groupon looked like a very high valuation, but any investment in a great company at any stage is almost always a good investment.
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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 right answer on raises is you have to be formal. You have to be formal to save your own culture.
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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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A key thing in being a leader is you’ve got to pause yourself.
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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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Until you make the effort to get to know someone or something, you don’t know anything.
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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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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 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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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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