Ben Horowitz
Ben Horowitz
Ben Horowitzis an American businessman, investor, blogger, and author. He is a high technology entrepreneur and co-founder and general partner along with Marc Andreessen of the venture capital firm Andreessen Horowitz. He co-founded and served as president and chief executive officer of the enterprise software company Opsware, which Hewlett-Packard acquired for $1.6 billion in cash in July 2007. Horowitz is the author of The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers. In the...
NationalityEnglish
ProfessionEntrepreneur
Date of Birth13 June 1966
The most important thing you can learn as CEO- one of the hardest things to do is, you have to discipline yourself to see your company... through the eyes of the people that you're working through. Through the eyes of the employees, through the eyes of your partners... through the eyes of the people who you're not talking to and who are not in the room.
When you're making a critical decision, you have to understand how it's going to be interpreted from all points of view. Not just your point of view, not just the person you're talking to, but the people that aren't in the room. Everybody else.
Every employee in a company depends on the C.E.O. to make fast, high-quality decisions.
Do you have a real interest in people who work for you? Most good leaders have that - it's hard to get someone to follow you if they feel like you hate 'em.
The implications of so many people connected to the Internet all the time from the standpoint of education is incredible.
Most of my job and most of what I do is to mentor people. There are a lot of people I work with that I don't have investments in.
It is very helpful to me, in my job, for people to know me better. A lot of that is, it's a communication job.
If I have one skill as a manager, I can make things extremely clear.
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.
Good shareholder activists have incredible interest in the company because they own a lot of it.
Most books on management are written by management consultants, and they study successful companies after they've succeeded, so they only hear winning stories.
When you found a company, you have the original vision, you make all the original decisions, you know every employee, you kind of know every aspect of the product architecture and its limitations.
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.
When I was a CEO, the books on management that I read weren't very much help after the first few months on the job. They were all designed to give you directions on how not to screw up your company.