Notes And Quotes From The Hard Thing About Hard Things By Ben Horowitz

December 31, 2014
Estimated reading time:
6 minutes

I read The Hard Thing About Hard Things in about a day and a half - it's incredibly well-written and I read it just as I am transitioning from my nice, comfortable, corporate gig to a much more exciting (and risky) role at a startup, so this book had a lot of relevance to me.

In the book, Ben Horowitz, formerly of Loudcloud and Opsware, and now a leading Silicon Valley venture capitalist, talks about the lessons he learned as a successful tech startup CEO. It's all here: finding a product, pivoting, building out a sales team, dealing with company politics, coping with your own psychology when the whole company is counting on you, and selling your company. It's one of those well-written, first-person accounts from someone who has been there and done that, in an area that I'm really interested in (which, incidentally, is why I also love I Am The Secret Footballer).

Below are my notes and quotes from the book.

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.
Former secretary of state Colin Powell says that leadership is the ability to get someone to follow you even if only out of curiosity.
Looking at the world through such different prisms helped me separate facts from perception. This ability would serve me incredibly well later when I became an entrepreneur and CEO. In particularly dire circumstances when the “facts” seemed to dictate a certain outcome, I learned to look for alternative narratives and explanations coming from radically different perspectives to inform my outlook. The simple existence of an alternate, plausible scenario is often all that’s needed to keep hope alive among a worried workforce.
...until that point, I had not really made any serious choices. I felt like I had unlimited bandwidth and could do everything in life that I wanted to do simultaneously. But his joke made it suddenly clear that by continuing on the course I was on, I might lose my family. By doing everything, I would fail at the most important thing.
In my mind, I was confident that I was a good person and not selfish, but my actions said otherwise. I had to stop being a boy and become a man.

Note: often we ourselves by our intentions and others by their actions, when in fact your actions are what really counts.

During this time I learned the most important rule of raising money privately: Look for a market of one. You only need one investor to say yes, so it’s best to ignore the other thirty who say “no.”
No matter who you are, you need two kinds of friends in your life. The first kind is one you can call when something good happens, and you need someone who will be excited for you. Not a fake excitement veiling envy, but a real excitement. You need someone who will actually be more excited for you than he would be if it had happened to him. The second kind of friend is somebody you can call when things go horribly wrong—when your life is on the line and you only have one phone call. Who is it going to be? Bill Campbell is both of those friends.
“Gentlemen, I’ve done many deals in my lifetime and through that process, I’ve developed a methodology, a way of doing things, a philosophy if you will. Within that philosophy, I have certain beliefs. I believe in artificial deadlines. I believe in playing one against the other. I believe in doing everything and anything short of illegal or immoral to get the damned deal done.”
An early lesson I learned in my career was that whenever a large organization attempts to do anything, it always comes down to a single person who can delay the entire project.
It turns out that is exactly what product strategy is all about—figuring out the right product is the innovator’s job, not the customer’s job. The customer only knows what she thinks she wants based on her experience with the current product. The innovator can take into account everything that’s possible, but often must go against what she knows to be true. As a result, innovation requires a combination of knowledge, skill, and courage.
Note to self: It’s a good idea to ask, “What am I not doing?”
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.
I thought that it was my job and my job only to worry about the company’s problems. Had I been thinking more clearly, I would have realized that it didn’t make sense for me to be the only one to worry about, for example, the product not being quite right—because I wasn’t writing the code that would fix it.
In business, intelligence is always a critical element in any employee, because what we do is difficult and complex and the competitors are filled with extremely smart people. However, intelligence is not the only important quality. Being effective in a company also means working hard, being reliable, and being an excellent member of the team.
Want to see a great company story? Read Jeff Bezos’s three-page letter he wrote to shareholders in 1997. In telling Amazon’s story in this extended form—not as a mission statement, not as a tagline—Jeff got all the people who mattered on the same page as to what Amazon was about.

Note: The Everything Store is a great book to learn more about Amazon and, in particular, Jeff Bezos, who is one of the best CEOs around.

Some employees make products, some make sales; the CEO makes decisions. Therefore, a CEO can most accurately be measured by the speed and quality of those decisions. Great decisions come from CEOs who display an elite mixture of intelligence, logic, and courage.
If you are a sports fan, you know that world-class athletes don’t stay world-class for long. One day you are Terrell Owens and the next day you are Terrell Owens.

If I was so inclined I could literally have typed out whole sections of this book - how to respond when one of your top execs questions the performance of another, what to say to your company if someone complains about bad language, how to give great feedback to employees - but I'd probably be violating some sort of copyright law. These are just the quotes that I really liked.

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