Ben Horowitz Quotes

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Often any decision, even the wrong decision, is better than no decision.

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.

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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.

The big value of the founder running the company is really two things: the knowledge and the commitment.

Nobody is actually a natural C.E.O.

The implications of so many people connected to the Internet all the time from the standpoint of education is incredible.

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.

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.

Shareholder activism works when activists understand something about the characteristics of the business that the board doesn't.

Good shareholder activists have incredible interest in the company because they own a lot of it.

I try to help people with management stuff a lot.

Most companies that go through layoffs are never the same. They don't recover because trust is broken. And if you're not honest at the point where you're breaking trust anyway, you will never recover.

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...

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.

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.

As a company grows, communication becomes its biggest challenge.

If the employees fundamentally trust the C.E.O., then communications will be vastly more efficient than if they don't. Telling things as they are is a critical part of building this trust.

Many of the people that you lay off will have closer relationships with the people who stay than you do, so treat them with an appropriate level of respect.

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.

One of the things I say to people is: Imagine if we succeeded.

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