I loved this book, by Ben Horowitz of Andreessen-Horowitz, the venture capital firm. While it is hard to pull bits from the broader stories, here are a few:
Most business relationships either become too tense to tolerate or not tense enough to be productive after a while. Either people challenge each other to the point where they don’t like each other or they become complacent about each other’s feedback and no longer benefit from the relationship.
People always ask me, “What’s the secret to being a successful CEO?” Sadly, there is no secret, but if there is one skill that stands out, it’s the ability to focus and make the best move when there are no good moves. It’s the moments where you feel most like hiding or dying that you can make the biggest difference as a CEO.
The first rule of organizational design is that all organizational designs are bad.
The purpose of process is communication.
By far the most difficult skill I learned as CEO was the ability to manage my own psychology.
CEO is an unnatural job.
Definitely recommended, it is one of my five favorite management books ever. Furthermore, its lessons are relevant for people in academic, media, and policy worlds, unlike many other management books. Is that because of an emphasis on talent evaluation and also work in teams and small groups?