Zitat des Tages von Ben Horowitz:
In boxing, you get hit, it's painful, then you sit on the stool when the adrenaline is gone and you feel that pain. And then you fight the next round.
I think when companies are struggling, they don't want to talk to the press. The guys who write business books aren't interested in it because nobody wants to learn what it's like to be a mess, you want to learn how to be successful. That's slanted the whole thing quite a bit.
John D. Rockefeller said that he found friendships based on business to be far more long lasting and profitable than the reverse. I think there's something to that. A company can end up being very Confucian, where the good of the individual is subjugated to the good of the whole.
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.
In my own experience as a C.E.O., I would find myself laying awake at 3 A.M. asking questions about my business, and there weren't management books out there that could help me.
Look - this is the terror of being a founder & CEO. It is all your fault. Every decision, every person you hire, every dumb thing you buy or do - ultimately, you're at the end.
Business ends up being very dynamic and situational.
One person is never as stupid as a group of people. That's why they have lynch mobs, not lynch individuals.
I think there's 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.
Good shareholder activists have incredible interest in the company because they own a lot of it.
I think that business book reporting, it's all Jim Collins, it's the story of victory; it's success bias over and over again.
The laws of business physics have been broken in terms of how many customers you can acquire and how fast. No one in history has ever acquired 450 million customers in the same amount of time that WhatsApp did.
Groupon looked like a very high valuation, but any investment in a great company at any stage is almost always a good investment.
It helps to have founded and run a company if you're going to help somebody run a company who is a founder.
When the value of the company clearly has fallen below what its assets are worth, having a shareholder who says, 'Let's get a better board' can be helpful.
Hire sales people who are really smart problem solvers, but lack courage, hunger and competitiveness, and your company will go out of business.
As long as people are clear on what they need to do and what's going on, you're very likely to succeed. When nobody is clear, then you're guaranteed to fail.
In order to build a great technology company, you have to hire lots of incredibly smart people. It's a total waste to have lots of big brains but not let them work on your biggest problems.
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.
The first rule of the C.E.O. psychological meltdown is 'Don't talk about the psychological meltdown.'
A wartime C.E.O. may not delegate. They make every decision based on the next product release. They may use a lot of profanity.
If somebody's going on your board, and you're going to be C.E.O., it will help if that person knows how to be C.E.O., who has done it before.
Leadership is hard to train on.
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.
By far the most difficult skill I learned as a C.E.O. was the ability to manage my own psychology. Organizational design, process design, metrics, hiring and firing were all relatively straightforward skills to master compared with keeping my mind in check.
From a systematic standpoint, I think that capitalism is the best system. I can spend a lot of time explaining why I like communism, but it is actually not a good solution. Nor is socialism. So, capitalism is the right model.
Going public today is fraught with peril on many levels. One is earnings guidance. If you miss guidance, the stock price becomes very volatile. Short sellers can put a tremendous downward pressure on the stock.
The key to high-quality communication is trust, and it's hard to trust somebody that you don't know.
Often any decision, even the wrong decision, is better than no decision.
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.
A good engineering interview will include some set of difficult problems to solve. It might even require that the candidate write a short program. In addition, it will test the candidate's knowledge of the tools she uses in great depth.
The big value of the founder running the company is really two things: the knowledge and the commitment.
I do think a lot of people are trying to do important things still, and I think it is really a great thing that entrepreneurship is getting easier. When I started, it was just much harder to begin a company.
I emphasize to C.E.O.s, you have to have a story in the minds of the employees. It's hard to memorize objectives, but it's easy to remember a story.
Some libertarians say, 'Well, if people work harder, they can make more money.' But, you know, my mother is a nurse and I am a venture capitalist. I think no matter how great a nurse she is, she wouldn't earn a one-thousandth of what I can make, if that.
If I'm in my position at a company, I may not have the knowledge of the C.E.O., I may not know what's possible, or I may not have the creativity, but if I can identify a problem, that's a valuable thing.