The Hard Thing About Hard Things by Horowitz, Ben -- Read -- Imperial Library of Trantor

Index

Dedication Contents Introduction Chapter 1: From Communist to Venture Capitalist Chapter 2: “I Will Survive” Chapter 3: This Time with Feeling Chapter 4: 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

Chapter 5: 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

Chapter 6: 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

Chapter 7: 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

Chapter 8: 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?

Chapter 9: The End of the Beginning Appendix: Questions for Head of Enterprise Sales Force Acknowledgments About the Author Credits Copyright About the Publisher