The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers

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CEOs face an immense struggle. They have sole responsibility for their company's fate and must make life or death decisions about it every day. They may need to fire their best friends or lay off an entire factory, all the while accepting full responsibility and keeping their eye on the future. You'll learn how to fire people when necessary so that ill feelings are minimized. You'll also find out why hiring someone with a few weaknesses can be good idea.


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And finally, you'll also discover what it takes to be a war-time CEO. Are you sure you want to mark all the videos in this course as unwatched? This will not affect your course history, your reports, or your certificates of completion for this course. Type in the entry box, then click Enter to save your note. Start My Free Month. You started this assessment previously and didn't complete it. You can pick up where you left off, or start over. Develop in-demand skills with access to thousands of expert-led courses on business, tech and creative topics.

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Ben Horowitz: Nailing the Hard Things [Entire Talk]

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The Hard Thing about Hard Things : Building a Business When There Are No Easy Answers - tremenreizertwirk.gq

Those who ascend to this rank must steer their company to success while grappling with loneliness, stress, and the weighty knowledge that their organization's fate largely rests in their hands. In his book, The Hard Thing About Hard Things , entrepreneur Ben Horowitz delves into this role, sharing practical lessons gleaned from his own experiences in the trenches of Silicon Valley. This audiobook summary provides concise highlights from the book that you can listen to while on the go. Learn how to handle layoffs, hire the right people, dispense with politics to make your company a place where people want to work, and more.

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The Hard Thing About Hard Things: Building a Business Where There Are No Easy Answers

Skill Level Intermediate. Show More Show Less. Resume Transcript Auto-Scroll. Related Courses. Preview course. Guy Kawasaki on Entrepreneurship with Guy Kawasaki. Search This Course Clear Search. While many people talk about how great it is to start a business, very few are honest about how difficult it is to run one. A lifelong rap fanatic, he amplifies business lessons with lyrics from his favorite songs, telling it straight about everything from firing friends to poaching competitors, cultivating and sustaining a CEO mentality to knowing the right time to cash in. Filled with his trademark humor and straight talk, The Hard Thing About Hard Things is invaluable for veteran entrepreneurs as well as those aspiring to their own new ventures, drawing from Horowitz's personal and often humbling experiences.

To Horowitz, culture is how a company makes decisions.

It is the set of assumptions employees use to resolve everyday problems: should I stay at the Red Roof Inn, or the Four Seasons? Should we discuss the color of this product for five minutes or thirty hours? If culture is not purposeful, it will be an accident or a mistake. Horowitz then offers guidance to help any company understand its own strategy and build a successful culture.

Along the way, it answers a question fundamental to any organization: who are we? How do we treat our customers? Are we there for people in a pinch? Can we be trusted? Who you are is not the values you list on the wall. Who you are is what you do. This book aims to help you do the things you need to become the kind of leader you want to be—and others want to follow.

But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness? The Study For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great? The Standards Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years.

How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world's greatest companies, including Coca-Cola, Intel, General Electric, and Merck. The Comparisons The research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good?

The Hard Thing about Hard Things: Building a Business When There Are No Easy Answers

Over five years, the team analyzed the histories of all twenty-eight companies in the study. After sifting through mountains of data and thousands of pages of interviews, Collins and his crew discovered the key determinants of greatness -- why some companies make the leap and others don't. The Findings The findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice.

The findings include:. Account Options Sign in.

Top charts. New arrivals. Ben Horowitz March 4, Switch to the audiobook. More by Ben Horowitz See more. Ben Horowitz. Ben Horowitz, a leading venture capitalist, modern management expert, and New York Times bestselling author, combines lessons both from history and from modern organizational practice with practical and often surprising advice to help executives build cultures that can weather both good and bad times. The time and circumstances in which they were raised often shapes them—yet a few leaders have managed to shape their times. In What You Do Is Who You Are, he turns his attention to a question crucial to every organization: how do you create and sustain the culture you want?

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