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Until you make the effort to get to know someone or something, you don’t know anything.

Ben Horowitz

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Ben Horowitz
Age: 58
Born: 1966
Born: June 13
Businessman
Businessperson
Engineer
London
England
Benjamin Abraham Horowitz
Effort
Someone
Anything
Something
Make

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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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Relationships built from a business do better than the reverse.
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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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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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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 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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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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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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Sometimes an organization doesn’t need a solution it just needs clarity.
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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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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 bigger you get, the harder this gets because the more aggressive the people working for you are.
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Your employees know each other better than they know you.
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I don’t believe in statistics. I believe in calculus.
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Don't punk out and don't quit.
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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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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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It's pretty clear that [customers] know what their budgets are now, and what they want to spend it on.
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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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