Ben Horowitz Quotes

Great companies in the way they work, start with great leaders.

For the label to grow, it has to have great executives who understand the culture, understand the mission, and can lead. I don't want to be part of every decision.

Startups need to focus on building a foundation for their company culture early, and then they need to revisit it often. Every time a hire is made, a feature is launched, a Facebook status is updated, a press interview is given, a round of financing is raised, or a meeting is held, culture should be part of the decision-making process.

As the CEO, I have to take care of the short term, mid term and the long term.

Many corporate leaders and employees have the right intentions, but it can be overwhelming when you consider how everything is affected from leadership styles, to organizational structure, to employee engagement, to customer service an marketplace.

Clearly in my mind, I have two distinct positions - owner and manager. So I am open to reviewing my performance as a manager as any other person in Sun Pharma.

A CEO needs to build their own team.

I love the ability to work with very good managers, and to provide the right incentives for them, and truly become a partner with that management, and make that management take a long view.

I used to think my job as a CEO meant managing metrics and meeting goals, but I've realised now that's it's about managing my board and employees.

You have to be able to communicate the vision to the people in your organization so that they know where and how they should direct themselves on a day-to-day basis.

Clearly, every company needs a leader. That's an important part of being the CEO of the company.

Managers develop organisations; leaders develop people.

I recognize we will pay more attention when we have different leadership.

The secret of successful managing is to keep the five guys who hate you away from the four guys who haven't made up their minds.

Very often, we think of leadership being at the very top of an organisation. I think what's unique about ABG is that we have a very strong cadre of leaders across the organisation who are highly empowered and therefore play a very major role in the growth and evolution of the organization.

Management manages by making decisions and by seeing that those decisions are implemented.

You know, I think when people are in important positions in big organizations, they often get tied up with the minutia of managing money, managing things. They often forget that people deserve to be led.

A C.E.O.'s job is leadership, problem solving, and team building. I've done that my whole career.

Clearly, as a CEO, you have other functions that are managed by other people.

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.

Too many talk about a company's leadership, referring to the senior most executives in the organization. They are just that: senior executives. Leadership doesn't automatically happen when you reach a certain pay grade. Hopefully you find it there, but there are no guarantees.

I think that if you run a big company, you've got to, four or five times a year, just say, 'Hey team, look, here's where we're going.' If you do it 10 times, nobody wants to work for you. If you do it zero times, you have anarchy.

We want to move along and make sure, both internally and externally, that people realize how the company is being run, and it's being run by a group of people now, not just me.

Management, at every level, is about the effort to frame challenges, define end states, and allocate resources to navigate between them.

I think in any organization you want your manager to have a strong opinion. You don't want them to just say, 'Yes, sir' to things they don't believe in.