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It's quite possible for an executive to hit her goal for the quarter by ignoring the future.

Ben Horowitz

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Ben Horowitz
Age: 58
Born: 1966
Born: June 13
Businessman
Businessperson
Engineer
London
England
Benjamin Abraham Horowitz
Goal
Future
Ignoring
Quarter
Executive
Quarters
Executives
Quite
Possible

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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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I don’t believe in statistics. I believe in calculus.
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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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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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I was an executive running a pretty substantial group before becoming CEO, and I had no idea what it was like. When something goes wrong, people say, 'It's all your fault.' Your reaction is, 'It's not my fault.' But what do you mean? I was the founder, I hired everybody in the company, I was managing it.
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Sometimes an organization doesn’t need a solution it just needs clarity.
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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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Leadership is hard to train on.
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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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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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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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Relationships built from a business do better than the reverse.
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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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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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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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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 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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