000			04754cam a2200385Ii 4500
001			ocn871263428
003			OCoLC
005			20251028093334.0
008			140303t20142014nyu 000 0 eng
035			_a(Sirsi) i9780062273208
040			_aJAI _beng _erda _cJAI _dGZG _dCPL _dUPZ _dSZR _dYDXCP _dSAP _dBTCTA _dBDX _dCPP _dOCLCO _dJTB _dCDX _dLTSCA _dEEK _dVP@ _dOCLCO _dCHVBK _dOCLCF _dKMS _dOMB _dVF$
019			_a852829935
020			_a9780062273208 (hardcover : acid-free paper)
020			_a0062273205 (hardcover : acid-free paper)
035			_a(OCoLC)871263428 _z(OCoLC)852829935
050		4	_aHD 62.5 _b.H6479 2014
049			_aVF$A
100	1		_aHorowitz, Ben, _d1966- _eauthor.
245	1	4	_aThe hard thing about hard things : _bbuilding a business when there are no easy answers / _cBen Horowitz.
250			_aFirst edition.
264		1	_aNew York : _bHarper Business, _c[2014]
264		4	_c�2014
300			_ax, 289 pages ; _c24 cm
336			_atext _btxt _2rdacontent
337			_aunmediated _bn _2rdamedia
338			_avolume _bnc _2rdacarrier
505	0		_aFrom communist to venture capitalist -- "I will survive" -- This time with feeling -- When things fall apart : The struggle ; CEOs should tell it like it is ; The right way to lay people off ; Preparing to fire an executive ; Demoting a loyal friend ; Lies that losers tell ; Lead bullets ; Nobody cares -- Take care of the people, the products, and the profits: in that order : A good place to work ; Why startups should train their people ; Is it okay to hire people from your friend's company ; Why it's hard to bring big company execs into little companies ; Hiring executives: if you've never done the job, how do you hire somebody good? ; When employees misinterpret managers -- Management debt ; Management quality assurance -- Concerning the going concern : How to minimize politics in your company ; The right kind of ambition ; Titles and promotions ; When smart people are bad employees ; Old people ; One-on-one ; Programming your culture ; Taking the mystery out of scaling a company ; The scale anticipation fallacy -- How to lead even when you don't know where you are going : The most difficult CEO skill ; The fine line between fear and courage ; Ones and twos ; Follow the leader ; Peacetime CEO/wartime CEO ; Making yourself a CEO ; How to evaluate CEOs -- First rule of entrepreneurship: there are no rules : Solving the accountability vs. creativity paradox ; The freaky Friday management technique ; Staying great ; Should you sell your company? -- The end of the beginning -- Appendix : Questions for head of enterprise sale force.
520	2		_aBen Horowitz, co-founder of Andreessen Horowitz and one of Silicon Valley's most respected and experienced entrepreneurs, offers essential advice on building and running a startup -- practical wisdom for managing the toughest problems business school doesn't cover, based on his popular Ben's Blog. _cPublisher's description.
520			_aIn The Hard Thing About Hard Things, Ben Horowitz, cofounder of Andreessen Horowitz and one of Silicon Valley's most respected and experienced entrepreneurs, draws on his own story of founding, running, selling, buying, managing, and investing in technology companies to offer essential advice and practical wisdom for navigating the toughest problems business schools don't cover. His blog has garnered a devoted following of millions of readers who have come to rely on him to help them run their businesses. A lifelong rap fan, Horowitz amplifies business lessons with lyrics from his favorite songs and tells it straight about everything from firing friends to poaching competitors, from cultivating and sustaining a CEO mentality to knowing the right time to cash in. His advice is grounded in anecdotes from his own hard-earned rise--from cofounding the early cloud service provider Loudcloud to building the successful Andreessen Horowitz venture capital firm, both with fellow tech superstar Marc Andreessen (inventor of Mosaic, the Internet's first popular Web browser). This is no polished victory lap; he analyzes issues with no easy answers through his trials, including demoting (or firing) a loyal friend; whether you should incorporate titles and promotions, and how to handle them; if it's OK to hire people from your friend's company; how to manage your own psychology while the whole company is relying on you; what to do when smart people are bad employees; why Andreessen Horowitz prefers founder CEOs, and how to become one; whether you should sell your company and how to do it.
650		0	_aNew business enterprises _xManagement.
650		0	_aEntrepreneurship.
650		0	_aSuccess in business.
994			_aC0 _bVF$
999			_c134795 _d134795