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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
Executive
Quarters
Executives
Quite
Possible
Goal
Future
Ignoring
Quarter

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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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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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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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It's pretty clear that [customers] know what their budgets are now, and what they want to spend it on.
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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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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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To succeed at selling a losing product, you must develop seriously superior sales techniques. In addition, you have to be massively competitive and incredibly hungry to survive in that environment.
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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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Until you make the effort to get to know someone or something, you don’t know anything.
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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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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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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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Your employees know each other better than they know you.
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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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Sometimes an organization doesn’t need a solution it just needs clarity.
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There is no silver bullet. There are always options and the options have consequences.
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