An edition of The Hard Thing About Hard Things (2014)

The Hard Thing About Hard Things

Building a business when there are no easy answers

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  • ★★★ ★ 3.8 (55 ratings)
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Cover of: The Hard Thing About Hard Things by Ben Horowitz
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  • ★★★ ★ 3.8 (55 ratings)
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  • 50 Currently reading
  • 60 Have read

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Last edited by Drini
May 4, 2026 | History
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An edition of The Hard Thing About Hard Things (2014)

The Hard Thing About Hard Things

Building a business when there are no easy answers

by

  • ★★★ ★ 3.8 (55 ratings)
  • 623 Want to read
  • 50 Currently reading
  • 60 Have read

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Publish Date
Publisher
HarperBusiness
Language
English
Pages
289

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Previews available in: English

Subjects

Entrepreneurship Management New business enterprises Success in business nyt:business-books=2014-04-13 New York Times bestseller Selbstständiger Unternehmensgründung Klein- und mittelbetrieb Framgångsrikt företagande Entreprenörskap
Edition Availability
Cover of: The Hard Thing about Hard Things
The Hard Thing about Hard Things: Building a Business When There Are No Easy Answers
Mar 04, 2014, HarperCollins Publishers and Blackstone Audio
audio cd
Cover of: The Hard Thing About Hard Things
The Hard Thing About Hard Things: Building a business when there are no easy answers
2014, HarperBusiness
in English
Cover of: Hard Thing about Hard Things
Hard Thing about Hard Things: Building a Business When There Are No Easy Answers
2014, HarperCollins Publishers
in English

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Book Details

Table of Contents

Introduction
Page ix
Chapter 1. From Communist to Venture Capitalist
Page 1
Chapter 2. "I Will Survive"
Page 17
Chapter 3. This Time With Feeling
Page 39
Chapter 4. When Things Fall Apart
Page 57
The Struggle
Page 60
CEOs Should Tell It Like It Is
Page 64
The Right Way to Lay People Off
Page 68
Preparing to Fire an Executive
Page 73
Demoting a Loyal Friend
Page 81
Lies That Losers Tell
Page 85
Lead Bullets
Page 88
Nobody Cares
Page 91
Chapter 5. Take Care of the People, the Products, and the Profits — In That Order
Page 93
A Good Place to Work
Page 99
Why Startups Should Train Their People
Page 105
Is It Okay to Hire People from Your Friend's Company?
Page 114
Why It's Hard to Bring Big Company Execs into Little Companies
Page 119
Hiring Executives: If You've Never Done the Job, How Do You Hire Somebody Good?
Page 124
When Employees Misinterpret Managers
Page 130
Management Debt
Page 134
Management Quality Assurance
Page 139
Chapter 6. Concerning the Going Concern
Page 143
How to Minimize Politics in Your Company
Page 147
The Right Kind of Ambition
Page 155
Titles and Promotions
Page 159
When Smart People Are Bad Employees
Page 165
Old People
Page 170
One-on-One
Page 176
Programming Your Culture
Page 179
Taking the Mystery Out of Scaling a Company
Page 185
The Scale Anticipation Fallacy
Page 193
Chapter 7. How to Lead Even When You Don't Know Where You Are Going
Page 197
The Most Difficult CEO Skill
Page 201
The Fine Line Between Fear and Courage
Page 209
Ones and Twos
Page 214
Follow the Leader
Page 219
Peacetime CEO/Wartime CEO
Page 224
Making Yourself a CEO
Page 229
How to Evaluate CEOs
Page 235
Chapter 8. First Rule of Entrepreneurship: There Are No Rules
Page 243
Solving the Accountability vs. Creativity Paradox
Page 248
The Freaky Friday Management Technique
Page 252
Staying Great
Page 254
Should You Sell Your Company?
Page 257
Chapter 9. The End of the Beginning
Page 265
Appendix. Questions for Head of Enterprise Sales Force
Page 277
Acknowledgments
Page 283
Credits
Page 287

Classifications

Library of Congress
HD62.5.H6479 2014, HD62.5 .H6479 2014

Edition Identifiers

Open Library
OL25444822M
ISBN 13
9780062273208
OCLC/WorldCat
871263428

Work Identifiers

Work ID
OL16818208W

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