Summary Of The Hard Thing About Hard Things

Summary Of The Hard Thing About Hard Things

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The Hard Thing About Hard Things is an indoor check out the tough decisions and lonely times all CEOs face, before showing you what it takes to create an excellent organization and become a world-class leader.

When I saw that this book was one among the favorites of our own CEO at the coach.me, Tony Stubblebine, yesterday, I knew I had to read this summary next. The Hard Thing About Hard Things had been on top of my library for quite a while, but I used to be a touch scared because it had been quite long, to be honest.

Today I made a decision to suck it up and see what Mr. Ben Horowitz has got to teach us after selling his company Opsware to HP for $1.6 billion (that’s right, billion) intake advantage 2007.
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Here’s what I learned:

1. The CEO should be the primary one to shout when shit hits the fan.
2. There are 2 sorts of CEOs.
3. Great CEOs must learn to be comfortable being uncomfortable.

Let’s check out the what and why of those lessons!

Lesson 1: The CEO should be the primary one to shout when a crisis occurs.

Have you ever worked during a place where there have been tons of gossips? If so, it'd are thanks to a cover-up policy. tons of companies attempt to cover crises or when things fail, so as to unravel them quietly while the workers think everything is great.

This is a sucker’s move for two reasons:

1. Information a few crises always leaks through, so eventually, your employees will determine anyway.
2. By trying to unravel the matter alone and in secrecy, you’re not allocating the resources thereto that it deserves and wishes.

Imagine you’re being sued for a technical malfunction of your product.

You could attempt to hire an excellent lawyer, attend court, and debar the fees. However, eventually, someone will spill the beans about your trip to the courtroom, causing all of your employees to panic about the sudden news and wonder if they’ll get fired.

Instead, what if you were the primary one to divulge the bad news, and do so as soon as possible? you'll rally everyone together and just honestly say you’re in trouble.

This will not only ease the burden on your own shoulders as CEO, but it’ll also help get the matter within the hands of the folks that are most capable of solving it.

Now an engineer can check out what went wrong and if it had been an actual product malfunction or simply operated within the wrong way.

Don’t think your employees can’t handle reality. Be honest and upfront about bad news, and your entire company will enjoy it.

Lesson 2: There are 2 sorts of CEOs.

Good ones, and bad ones. Joke!

Horowitz makes 2 interesting distinctions, he calls them Ones and Twos.

This is in no means an order. One is that the strategic CEOs, the visionaries, those that are great at finding a path the corporate can follow.

They love making strategic decisions and aren’t afraid to pivot the corporate when it must . an honest example of a 1 is Gates.

Twos prefer execution and managing over researching and trying to form decisions. They’re the sensible CEOs, who like to implement, direct a team and obtain stuff done.

For a corporation to really shine, you would like to possess enough of both qualities, so if you’re a 1, get some Two skills and the other way around.

Horowitz calls these functional Ones, which are important to possess as executives also. for instance, if your marketing director may be a functional one, she’ll be cool with making strategic marketing decisions (since it’s her area of expertise), but would rather just implement what you tell her is vital for the overall direction of the corporate.

To confirm you learn the part you don’t do also or a minimum of attracting the proper people for the work.

Lesson 3: What makes an excellent CEO is to be comfortable being uncomfortable.

This is what it comes right down to. As a CEO, you’ll always be liable for everything, whether it’s the new product that bombed or Steve’s clash with Sally over the last piece of cake.

You might also just get won't be uncomfortable. After all, you’ll be during this state for quite a while (more like always).

The job of a CEO is unnatural in numerous ways and sometimes you’ll need to go against what your instincts tell you, so one among the simplest belongings you can do is practicing to go away your temperature beforehand.

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