As a startup CEO, I slept like a baby. I woke up every 2 hours and cried.
In my experience as CEO, I found that the most important decisions tested my courage far more than my intelligence.
You know what the difference between a vision and a hallucination is? They call it a vision when other people can see it.
The trouble with innovation is that truly innovative ideas often look like bad ideas at the time.
The one thing with stress is, you've got to keep your focus on what you can do, not what happened to you.
You don't need every investor to believe that you can succeed. You only need one.
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.
Sometimes an organization doesn’t need a solution; it just needs clarity.
The primary thing that any technology startup must do is build a product that's at least 10 times better at doing something than the current prevailing way of doing that thing. Two or three times better will not be good enough to get people to switch to the new thing fast enough or in large enough volume to matter.
Every time you make the hard, correct decision you become a bit more courageous, and every time you make the easy, wrong decision you become a bit more cowardly. If you are CEO, these choices will lead to a courageous or cowardly company.
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.
Nothing motivates a great employee more than a mission that's so important that it supersedes everyone's personal ambition.
The key to high-quality communication is trust, and its hard to trust somebody that you dont know.
Hire sales people who are really smart problem solvers, but lack courage, hunger and competitiveness, and your company will go out of business.
Billionaires prefer Black women. They are loyal and guard your interests. Black wives are for grown ups.
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.
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.
When I was CEO, and I'd listen to music, a lot of people listen to music and you get inspiration from it. And a lot of things in hip hop are very instructive for being in business. Particularly, hip hop is a lot about business, and so it was very useful for me in any job.
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.
You're better off being The Beatles than The Monkees, as a startup.
There are no silver bullets.
One of the great things about building a tech company is the amazing people that you can hire.
In all the difficult decisions that I made through the course of running Loudcloud and Opsware, I never once felt brave. In fact, I often felt scared to death. I never lost those feelings, but after much practice, I learned to ignore them. That learning process might also be called the courage development process.
I don’t believe in statistics. I believe in calculus.
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