Wepac, with entrepreneurs

Ben Horowitz, a veteran Silicon Valley entrepreneur and one of the "50 best angel investors in Silicon Valley".

Many years later he summed up his entrepreneurial days with this quote, "In over 8 years as CEO, there were only 3 days of good times, and the remaining 8 years were almost all struggles."

In this sincere and pragmatic book, 17 of these entrepreneurial secrets you will surely care about have been excerpted, and I wish you some profit.

1. What do you do when you're stuck in a rut?

You must be convinced that there is a solution to any problem. And your task is to find out the solution.

People always ask me, "What's the secret to being a successful CEO?" Unfortunately, there is no secret sauce. If such a skill exists, it is in its ability to focus and to choose the best route when there is no way out.

2. What to do when faced with struggles in entrepreneurship?

All great entrepreneurs go through struggles, and they are struggles, everyone struggles.

A few tips:

First, don't take on all the responsibility.

Second. The sky's the limit, there's always a move to be made.

Third, just hang in there and you'll have a turnaround: in tech line competition, tomorrow looks completely different from today. If you can make it through to tomorrow, you may find that a solution that seems impossible today will appear in front of you.

Fourth, don't be too hard on yourself.

3. Where do losers' lies come from?

When a company repeatedly loses out in a major competition, managers and employees rack their brains to come up with creative ways to help themselves avoid the obvious truth.

People, especially those who create things, only want to hear good news.

They aren't lying to others, they're lying to themselves.

4. Smart way or dumb way?

There is perhaps nothing worse in the business world than facing an existential threat, and many people in a company or business will do whatever it takes to avoid that threat. They will look for every alternative, every way out, every interface, just to survive a race to the bottom, and get away with it when they should be fighting valiantly.

It's moments like these when you have to ask yourself, "If our company can't win, is there a reason for us to exist?"

5. Why be honest?

First, trust: without it, communication breaks down. In all human interactions, the amount of communication is inversely proportional to the level of trust.

Second, the more people involved in the problem, the better. One person, no matter how brilliant, cannot solve a problem he does not understand.

Third, a healthy corporate culture encourages employees to publicize bad news.

6. The difference between a good company and a bad company?

Good companies:

There is real joy in a company where employees can focus on their work and believe that if they do a good job, both the company and they will benefit.

Bad companies:

They don't know what their responsibilities are, so it's impossible to know if they're doing their job or not.

Even if they finish the job in extra long hours, they have absolutely no idea what it means for the company or their own careers.

When they finally get up the courage to tell their managers how bad their situation is, those managers will first deny the problem exists, then defend the status quo, and then set it aside.

7. Manage good people, products and profits in that order

Fight with the toughest buddies and make money with the smartest ones.

In people, products and profits, managing people is the most difficult, and if you can't manage people well, you can't talk about the other two. Managing people means the company should provide a good working environment.

But the truth is that most workplaces are far from good. When organizations grow in size, important work can fall by the wayside, the hardest workers can be overshadowed by the best politicians, and all sorts of scope red tape can stifle creativity and make it all unenjoyable.

8. Why do startups train people?

People who work at McDonald's are trained for their jobs, but people in more complex jobs don't need training. This makes no sense.

Productivity: training is one of the most effective activities a manager can undertake.

Product quality: without proper training for engineers to rush through their tasks, there will be no quality product architecture.

Employee retention: I have found that people quit for two main reasons:

First, they hate their managers. Lack of guidance, uncertain career prospects, and receiving mostly negative feedback are factors that usually alarm employees.

Second, they don't learn: the company doesn't invest resources in helping employees learn new skills.

A great training program can directly address both of these problems.

9. Why do executives in large companies struggle to do their jobs in small companies?

When you hire a big-company executive, you face two dangerous mismatches:

First, a mismatch in pace. Such a supervisor is used to being on hold for long periods of time.

Second, a skills mismatch. Managing a large company requires very different skills than creating a new one.

10. How do I find good people without recruiting experience?

The first step is to know what you want. The best way to know what kind of talent you want is to experience it firsthand in the position. Bringing in experts is also very helpful. Finally, be clear in your mind about what you expect from the people who join your company.

The second step is to take control of the hiring process. Write down the competencies you want and the weaknesses you're willing to put up with; set up quiz questions to test your hiring criteria, form interview panels, and conduct secret and public surveys.

Step three, make the decision alone. Making decisions is a lonely task, but someone has to do it.

11. Should I recruit senior people?

When senior people join:

First, they are required to conform to the company's corporate culture, and they should not give in so easily because of their seniority.

Secondly, set clear and precise high standard work requirements, can not just be satisfied that the other person is more competent than you for the job, because you hired them to let them do what you are not good at.

Third, they should not only get the job done, but also be good at working with people and being part of a team.

12. Should I poach from my best friend's company?

First of all, you might lose your friend.

Second, even if you have to go to a friend's company to recruit people, make sure you recruit top talent, otherwise you're just adding some mediocrity to the mix.

13. The hardest CEO skill to master

I think the hardest thing for a CEO to do is to control his own heart.

My advice:

Make more friends. From a psychological point of view, talking to people who have been through similar experiences will benefit you greatly.

Write your thoughts out. The process of writing will make you think more clearly.

Keep your eyes on the road, not the wall. It's your goals you need to keep your eyes on, not the things you're trying to avoid.

14. Is there a fine line between cowardice and bravery?

Courage increases with every hard and right decision you make.

15.What to do in good times CEO/wartime CEO respectively?

When times are good, leaders must maximize existing opportunities, so their management strategy is focused on driving innovation and contribution on all fronts and at all levels. In contrast, when the company is in bad times, leaders must hit the target with every shot they have, and their ability to get out of bad times depends on their ability to accomplish their mission effectively.

Interestingly, most management books discuss how to be a good CEO in good times, with little mention of management strategies in bad times.

16. What are the traits of a good leader?

I think that leadership qualities are those that measure the basic qualities of a leader: how many people are willing to follow him, who are willing to follow him, and at what level are the people who follow him.

So what qualities attract people to follow this leader? I think there are three:

The ability to outline a blueprint.

And the ability to get them to follow you.

The ability to realize ideals and ambitions.

These three attributes are critical for every CEO, and they are mutually reinforcing. If people trust you, they will follow you even if you are clumsy with your words. If you are competent, they will trust you and listen to you. If you can outline a good blueprint, people will be patient and give you more leeway when it comes to their interests.

17. Are you a "one" or a "two" type of CEO?

I think there are two core skills that are necessary to run a company:

First, clarity of purpose and knowing what you have to do.

Second, the ability to drive the company to achieve that goal.

A CEO who ignores the shortcomings in his management skills will not be able to go on in the long run.

I believe that in a short time, I will be promoted to general manager as CEO to marry a rich woman to the pinnacle of life think about it is also a little excited.

Source: IDG Capital, VentureBond

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