by Jeff | Sep 11, 2016 | Hard thing about hard things book, The Hard Thing About Hard Things
This nugget is super simple and might not apply to everyone, so I’m going to keep it short. Running a large organization is different than creating and building one. Running something which is established requires someone who is good at complex decision-making,...
by Jeff | Sep 11, 2016 | Hard thing about hard things book, Leadership, Managing People, The Hard Thing About Hard Things
There are three reasons why being transparent is better than hoarding information – especially as it relates to shitty situations and bad news. More heads are better than one. If you have a problem, get help to solve it. This will require you read people into the...
by Jeff | Sep 11, 2016 | Hard thing about hard things book, Managing People, The Hard Thing About Hard Things
The CEO’s skill set: articulate the vision, get people to follow you, and execute the plan. I think most people would agree that those are important skills for any leader. Horowitz talks about these skills using three CEOs he admires. Steve Jobs. Nobody could tell a...
by Jeff | Sep 11, 2016 | Hard thing about hard things book, Managing People, The Hard Thing About Hard Things
Quick one. Do you think a lot of thought and energy spent on determining promotions and titles is a waste of time? If so, Ben Horowitz would disagree with you. He says that without a disciplined, well thought-out process for these things, your employees will become...
by Jeff | Sep 11, 2016 | Hard thing about hard things book, Managing People, The Hard Thing About Hard Things
I’m going to borrow from this Netflix powerpoint about their culture in this post about what The Hard Thing About Hard Thing says about culture. Horowitz says that perks are not culture, and I really like that idea. Having yoga at your company might be great for...
by Jeff | Sep 11, 2016 | Hard thing about hard things book, Managing People, The Hard Thing About Hard Things
Horowitz shares some insightful math about training. If your employees are 1% more effective, they will save approximately 20 hours per year (50 weeks x 40 hours per week = 2,000 hours in a typical employee work-year). How much of your time should you spend making...