Words matter. These are the best Scott Weiss Quotes, and they’re great for sharing with your friends.
The experts typically know where the other best-in-the-world talents are currently working and can help you recruit them in with a credible intro.
Part of the magic of a startup is the fear of death. You have only so much money in the bank, and if you don’t get to the right milestone before you run out, then the company goes under – it’s over.
It’s important for a leader to hear about his blind spots on a regular basis so working on them is periodically top of mind.
One of the stated values at IronPort was ‘work/life balance,’ but I wasn’t living it. I was rarely home. And when I was home, well, let’s just say I wasn’t particularly helpful or cheery.
I don’t like sweating the details, and I’m pretty disorganized. To be a better leader, I need to stay on top of these shortcomings, and being reminded really helps.
Hold at least one all-hands meeting every quarter and, to underscore the startup’s team concept, make sure at least one additional executive joins you in leading the meeting.
When a team has to work over a weekend, make a high priority of being there as well, even if it’s just to stop by and buy them a meal to show your appreciation.
The best board members aren’t elected by default. CEOs that set themselves up with their choice of board member – which means getting more than one term sheet and doing extensive reference checking – are better off.
One of the rookie mistakes first-time entrepreneurs often make is to be too guarded about their idea – in fact, many will actually spend their first $25,000 on patent lawyers without ever fully vetting their product.
All great pitches have a few things in common: the founder/team is wicked smart, the idea is big and a breakthrough, and the market is potentially enormous.
Nothing helps make a leader more approachable than admitting your struggles, screw-ups and behind-the-scenes thinking on hard calls. If the leader makes this a priority, the whole company will be more open and methodical learning from failure.
I see many founders waste too much time trying to work their networks and/or ultimately settle for mediocre but available candidates. You will definitely have to interview hard for cultural fit, but the best talent isn’t cheap.
The thorniest business problems will surface at the board meetings, and the different, sharp opinions help to better explore the poles of the arguments to make better decisions.
As a decision maker, you rely on information being passed to you by the people who report to you. As the CEO, however, you cannot rely solely on this information. You also need to ‘dip’ down into your organization and learn directly from employees at all levels and virtually all skill sets.
Whatever vocation you decide on, track down the best people in the world at doing it and surround yourself with them.
At Andreessen Horowitz, we talk about the notion of being ‘too hungry to eat.’ That’s to say, we often see startups that are so entrenched in the product that the founders forget they need muscle to grow.
As CEO, I had a standing 30-minute meeting every Monday to greet and connect with new hires.
It’s just not possible to be a real partner if you aren’t materially participating. I believe even the busiest business owners must drive a carpool, pack a lunch, help with homework, make a breakfast or dinner, and consistently attend school events.
