This is a book for CEOs of venture capital backed or public companies with 10+ employees. Unless this you are this CEO, this book will not be useful nor give you good advice; it will merely be interesting or a “what if” book.
It is probably even more narrow: CEOs of venture capital or public TECH companies IN THE SILICON VALLEY IN CALIFORNIA. The advice is very specific to Silicon Valley culture and a specific job in that culture. I’ve worked in Silicon Valley for 20+ years as an engineer and founded my own tech startup 2 years ago, yet this book still does not apply to me because I do not have the exact job described in this book.
That being said, the book made a lot sense, seemed to cover new ground (especially CEO psychology and emotions) and was a quick read. It’s a must-read for the 500 CEOs or so that it’s intended for. My one doubt is that “Is It Okay To Hire From Your Friend’s Company?” is probably illegal in California.
I got this book on the recommendation from Jumpcut Viral Academy and they should not have recommended it nor do I recommend that others read it. It’s simply not applicable nor useful to non-CEOs. But it’s easy to be star-struck by the author and inappropriately recommend this book as something that it is not. It’s an “already CEO” guide, not about self motivation, not about how to get promoted to CEO, not how to help your CEO, not how to be a VP, not how to network, not how to get funding, not how to start a business and on and on.
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Note to self: It's a good idea to ask, "What am I not doing?"
Ben Horowitz
The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers
10,651 Kindle readers highlighted this
An early lesson I learned in my career was that whenever a large organization attempts to do anything, it always comes down to a single person who can delay the entire project.
Ben Horowitz
The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers
9,763 Kindle readers highlighted this
Through the seemingly impossible Loudcloud series C and IPO processes, I learned one important lesson: Startup CEOs should not play the odds. When you are building a company, you must believe there is an answer and you cannot pay attention to your odds of finding it. You just have to find it. It matters not whether your chances are nine in ten or one in a thousand; your task is the same.
Ben Horowitz
The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers
9,734 Kindle readers highlighted this
-
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Note to self: It's a good idea to ask, "What am I not doing?"Ben HorowitzThe Hard Thing About Hard Things: Building a Business When There Are No Easy Answers10,651 Kindle readers highlighted thisNote to self: It's a good idea to ask, "What am I not doing?"Ben HorowitzThe Hard Thing About Hard Things: Building a Business When There Are No Easy Answers10,651 Kindle readers highlighted this
-
An early lesson I learned in my career was that whenever a large organization attempts to do anything, it always comes down to a single person who can delay the entire project.Ben HorowitzThe Hard Thing About Hard Things: Building a Business When There Are No Easy Answers9,763 Kindle readers highlighted thisAn early lesson I learned in my career was that whenever a large organization attempts to do anything, it always comes down to a single person who can delay the entire project.Ben HorowitzThe Hard Thing About Hard Things: Building a Business When There Are No Easy Answers9,763 Kindle readers highlighted this
-
Through the seemingly impossible Loudcloud series C and IPO processes, I learned one important lesson: Startup CEOs should not play the odds. When you are building a company, you must believe there is an answer and you cannot pay attention to your odds of finding it. You just have to find it. It matters not whether your chances are nine in ten or one in a thousand; your task is the same.Ben HorowitzThe Hard Thing About Hard Things: Building a Business When There Are No Easy Answers9,734 Kindle readers highlighted thisThrough the seemingly impossible Loudcloud series C and IPO processes, I learned one important lesson: Startup CEOs should not play the odds. When you are building a company, you must believe there is an answer and you cannot pay attention to your odds of finding it. You just have to find it. It matters not whether your chances are nine in ten or one in a thousand; your task is the same.Ben HorowitzThe Hard Thing About Hard Things: Building a Business When There Are No Easy Answers9,734 Kindle readers highlighted this
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Note to self: It's a good idea to ask, "What am I not doing?"
Ben Horowitz
The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers
10,651 Kindle readers highlighted this
An early lesson I learned in my career was that whenever a large organization attempts to do anything, it always comes down to a single person who can delay the entire project.
Ben Horowitz
The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers
9,763 Kindle readers highlighted this
Through the seemingly impossible Loudcloud series C and IPO processes, I learned one important lesson: Startup CEOs should not play the odds. When you are building a company, you must believe there is an answer and you cannot pay attention to your odds of finding it. You just have to find it. It matters not whether your chances are nine in ten or one in a thousand; your task is the same.
Ben Horowitz
The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers
9,734 Kindle readers highlighted this
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The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers Hardcover – March 4, 2014
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Publication dateMarch 4, 2014
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Editorial Reviews
Review
“More than any other business book released this year, “Hard Things” gives an insider’s perspective on what it’s like to lead and scale a startup.” -- --Business Insider's Best Business Books of 2014
“This is easily one of the essential books every business leader should read if they’re looking for proven and honest management advice.” -- --Entrepreneur's 25 Amazing Business Books from 2014
“The most valuable book on startup management hands down” -- PandoDaily
“There is more than enough substance in Mr. Horowitz’s impressive tome to turn it into a leadership classic.” -- The Economist
“This is easily one of the essential books every business leader should read if they’re looking for proven and honest management advice.” -- --Entrepreneur's 25 Amazing Business Books from 2014
“The most valuable book on startup management hands down” -- PandoDaily
“There is more than enough substance in Mr. Horowitz’s impressive tome to turn it into a leadership classic.” -- The Economist
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Product details
- ASIN : 0062273205
- Publisher : Harper Business (March 4, 2014)
- Language : English
- Hardcover : 304 pages
- ISBN-10 : 9780062273208
- Item Weight : 1.01 pounds
- Dimensions : 6 x 1.01 x 9 inches
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4.6 out of 5 stars
4.6 out of 5
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Reviewed in the United States on August 29, 2018
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251 people found this helpful
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Reviewed in the United States on January 24, 2017
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If you want to know why The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers is worth buying, here’s the money quote.
“Almost all management books focus on how to do things correctly, so you don’t screw up, these lessons provide insight into what you must do after you have screwed up.”
If you’re planning to start a company, whether it’s a high-tech company or the kinds of companies that I started and ran, read this book. If you’re going to be someone in charge of anything in any kind of a company, read this book.
If all you want are the big ideas, or Horowitz’ philosophy, you can get them from his blog and articles. You don’t need to buy this book. But if you want a handy advisor for that 3 AM moment when you’re thinking about firing someone you like, buy the book. Keep it handy. I’ve had those moments and I wish I’d had it.
The Hard Thing About Hard Things has a whole lot of information packed inside it. You can read it from cover to cover and get a lot of value. Or, you can think of it as a series of conversations with bosses and mentors. Horowitz had a lot of those. And his mentors included people like Andy Grove and Jim Barksdale.
The wisdom that he shares and credits to them, reminds me of the wisdom that I received from bosses and mentors and which I later shared with protégés. It’s real, it’s practical, and it will help. I think that the discussion of things like firing and laying people off are more than worth the price of the book by themselves. And they’re only a small part of what’s in The Hard Thing About Hard Things.
Here are a few quotes from the book to give you an idea of what you’re in for. You don’t have to be a CEO to use what’s here, even though Horowitz aims the book at CEOs. Substitute “leader” for “CEO” in most quotes and use the wisdom.
Quotes from The Hard Thing About Hard Things
“That’s the hard thing about hard things— there is no formula for dealing with them.”
“People always ask me, ‘What’s the secret to being a successful CEO?’ Sadly, there is no secret, but if there is one skill that stands out, it’s the ability to focus and make the best move when there are no good moves. It’s the moments where you feel most like hiding or dying that you can make the biggest difference as a CEO.”
“Don’t take it personally. The predicament that you are in is probably all your fault. You hired the people. You made the decisions. But you knew the job was dangerous when you took it. Everybody makes mistakes. Every CEO makes thousands of mistakes. Evaluating yourself and giving yourself an F doesn’t help.”
“One of the most important management lessons for a founder/ CEO is totally unintuitive. My single biggest personal improvement as CEO occurred on the day when I stopped being too positive.”
“Management purely by numbers is sort of like painting by numbers— it’s strictly for amateurs.”
“The first rule of organizational design is that all organizational designs are bad.”
“Embrace the struggle.”
There are plenty more in The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers.
“Almost all management books focus on how to do things correctly, so you don’t screw up, these lessons provide insight into what you must do after you have screwed up.”
If you’re planning to start a company, whether it’s a high-tech company or the kinds of companies that I started and ran, read this book. If you’re going to be someone in charge of anything in any kind of a company, read this book.
If all you want are the big ideas, or Horowitz’ philosophy, you can get them from his blog and articles. You don’t need to buy this book. But if you want a handy advisor for that 3 AM moment when you’re thinking about firing someone you like, buy the book. Keep it handy. I’ve had those moments and I wish I’d had it.
The Hard Thing About Hard Things has a whole lot of information packed inside it. You can read it from cover to cover and get a lot of value. Or, you can think of it as a series of conversations with bosses and mentors. Horowitz had a lot of those. And his mentors included people like Andy Grove and Jim Barksdale.
The wisdom that he shares and credits to them, reminds me of the wisdom that I received from bosses and mentors and which I later shared with protégés. It’s real, it’s practical, and it will help. I think that the discussion of things like firing and laying people off are more than worth the price of the book by themselves. And they’re only a small part of what’s in The Hard Thing About Hard Things.
Here are a few quotes from the book to give you an idea of what you’re in for. You don’t have to be a CEO to use what’s here, even though Horowitz aims the book at CEOs. Substitute “leader” for “CEO” in most quotes and use the wisdom.
Quotes from The Hard Thing About Hard Things
“That’s the hard thing about hard things— there is no formula for dealing with them.”
“People always ask me, ‘What’s the secret to being a successful CEO?’ Sadly, there is no secret, but if there is one skill that stands out, it’s the ability to focus and make the best move when there are no good moves. It’s the moments where you feel most like hiding or dying that you can make the biggest difference as a CEO.”
“Don’t take it personally. The predicament that you are in is probably all your fault. You hired the people. You made the decisions. But you knew the job was dangerous when you took it. Everybody makes mistakes. Every CEO makes thousands of mistakes. Evaluating yourself and giving yourself an F doesn’t help.”
“One of the most important management lessons for a founder/ CEO is totally unintuitive. My single biggest personal improvement as CEO occurred on the day when I stopped being too positive.”
“Management purely by numbers is sort of like painting by numbers— it’s strictly for amateurs.”
“The first rule of organizational design is that all organizational designs are bad.”
“Embrace the struggle.”
There are plenty more in The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers.
97 people found this helpful
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Reviewed in the United States on November 18, 2019
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The only reason I didn’t return this book is that he promised he would donate 100% of the profit for a good cause. This book is good in the first few chapters. However, the quality of content plummets. The author, as impressive as a famous venture capitalist, lacks self-awareness. It’s not that he doesn’t have good lessons for us. It’s just the way he tells his stories. It’s hard to take his points seriously. And oh, I dislike the profanity. I forced myself to read the whole book so I’d be qualified to write this review. Don’t read it. Bill Gates wrote a synopsis of what you need to know about this book. That’s all you need.
20 people found this helpful
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Top reviews from other countries
Sam Gerrans
1.0 out of 5 stars
Unreadable
Reviewed in the United Kingdom on July 7, 2019Verified Purchase
I'll tell you now: I did not finish this book. I was so put off by what I did read of it, I dropped it in the trash next to the bench I was sitting on in the park and went home.
So perhaps it has some redeeming features, but I'm quite happy not knowing what they are.
The book seems to be a self-congratulatory lap of honour in which the author demonstrates that he is the most non-racist, inclusivistic, non-judgmental person who has ever lived. He bludgeons us through the taxonomies of his various sets of friends, almost all of whom have some claim or other to minorityship which he just *has* to mention, whilst systematically pick-axing his prose to death with the Cultural Marxist "she" when what he means is "he" (or – if you must – "they"). It's just irritating.
I have never met this man. But I have met enough people like him to know that I don't want to hear any more of what he has to say about himself.
I'm happy for him that he manages to fire his friends *and* sleep well at night. I'm happy for him that he loves himself so much he just had to write an entire book about what a fabulous fellow he is. The problem is that I simply don't feel that anyone who is as eager as he is to cram his credentials of conventionality down my throat by endorsing every single point of what happens to be Politically Correct this week can genuinely have any balls.
Ergo, he isn't a leader.
Ergo, this isn't what it claims to be: a book about leadership.
So perhaps it has some redeeming features, but I'm quite happy not knowing what they are.
The book seems to be a self-congratulatory lap of honour in which the author demonstrates that he is the most non-racist, inclusivistic, non-judgmental person who has ever lived. He bludgeons us through the taxonomies of his various sets of friends, almost all of whom have some claim or other to minorityship which he just *has* to mention, whilst systematically pick-axing his prose to death with the Cultural Marxist "she" when what he means is "he" (or – if you must – "they"). It's just irritating.
I have never met this man. But I have met enough people like him to know that I don't want to hear any more of what he has to say about himself.
I'm happy for him that he manages to fire his friends *and* sleep well at night. I'm happy for him that he loves himself so much he just had to write an entire book about what a fabulous fellow he is. The problem is that I simply don't feel that anyone who is as eager as he is to cram his credentials of conventionality down my throat by endorsing every single point of what happens to be Politically Correct this week can genuinely have any balls.
Ergo, he isn't a leader.
Ergo, this isn't what it claims to be: a book about leadership.
39 people found this helpful
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Kilt_monster
3.0 out of 5 stars
It's alright, but there are better books, and potentially more relevant ones for you
Reviewed in the United Kingdom on July 14, 2018Verified Purchase
I heard this book raved about and thought I'd give it a go. It's written by someone who achieved much in silicon valley and is interesting, but I found in the way a museum plaque is interesting - you read it, think 'mm that's interesting' but then move on, because it doesn't really change you. I just want to highlight why I'm not raving about it.
1 - Almost all the advice provided here is for C-Suite, or perhaps exclusively CEO. Corporate boardroom, shareholders, directors bonuses, right person for the right job... I found it fascinating to read about things like the personality qualities the author looks for or assumes in a CEO fit, but I feel for a lot of people this information will simply not be applicable to their day to day. Certainly there wasn't much I could draw into my day to day.
2- The books referred to throughout by the author, by the likes of Andy Grove and Peter Thiel, are in my opinion far more useful - more game-changing insights
Maybe it's just because I'm not a C-suite director or a business founder that I can't appreciate the value of the advice... certainly I appreciate the honesty of the author and their willingness to call out what they see as corporate BS, but I found myself putting it down at 50%, 70%, 80%, picking up later, forging on, and still not feeling I was getting much from the read.
1 - Almost all the advice provided here is for C-Suite, or perhaps exclusively CEO. Corporate boardroom, shareholders, directors bonuses, right person for the right job... I found it fascinating to read about things like the personality qualities the author looks for or assumes in a CEO fit, but I feel for a lot of people this information will simply not be applicable to their day to day. Certainly there wasn't much I could draw into my day to day.
2- The books referred to throughout by the author, by the likes of Andy Grove and Peter Thiel, are in my opinion far more useful - more game-changing insights
Maybe it's just because I'm not a C-suite director or a business founder that I can't appreciate the value of the advice... certainly I appreciate the honesty of the author and their willingness to call out what they see as corporate BS, but I found myself putting it down at 50%, 70%, 80%, picking up later, forging on, and still not feeling I was getting much from the read.
40 people found this helpful
Report abuse
Alok Kejriwal
5.0 out of 5 stars
This book is Salvation
Reviewed in India on February 24, 2019Verified Purchase
The Hard Thing about Hard Things is pure SALVATION.
Written by the well known Ben Horowitz (VC of FB, Airbnb, Pinterest, Twitter), this is Ben's narration as a HARDCORE entrepreneur.
What I LOVE about the book:
- There is no black or white in the world of startup entrepreneurship. It's always a shade of grey.
- The roller coaster ride of an entrepreneur & how SIMILAR it feels to all our journeys. This book is a GREAT leveller 🙂
- Profanity is a mindset. Ben narrates how he handles it (also mentioning its purpose)
- Co-Founder relationship management!
- The constant dread of shutting down / going bankrupt and how the single pointed agenda of SURVIVING pulled Ben and his Company through until stardom.
- When to use statistics and when to use calculus 🙂
- The incredible story of Go. (second time I read this)
- The CHALLENGES of 'getting big Co execs into small Cos"!
- NEVER 'overcompensating' employees
Immortal quotes:
"There were plenty of companies in the '90s that had launch parties but not landing parties" 🙂
"Play long enough ... so that you might get lucky"
MUST READ (once a year)
Written by the well known Ben Horowitz (VC of FB, Airbnb, Pinterest, Twitter), this is Ben's narration as a HARDCORE entrepreneur.
What I LOVE about the book:
- There is no black or white in the world of startup entrepreneurship. It's always a shade of grey.
- The roller coaster ride of an entrepreneur & how SIMILAR it feels to all our journeys. This book is a GREAT leveller 🙂
- Profanity is a mindset. Ben narrates how he handles it (also mentioning its purpose)
- Co-Founder relationship management!
- The constant dread of shutting down / going bankrupt and how the single pointed agenda of SURVIVING pulled Ben and his Company through until stardom.
- When to use statistics and when to use calculus 🙂
- The incredible story of Go. (second time I read this)
- The CHALLENGES of 'getting big Co execs into small Cos"!
- NEVER 'overcompensating' employees
Immortal quotes:
"There were plenty of companies in the '90s that had launch parties but not landing parties" 🙂
"Play long enough ... so that you might get lucky"
MUST READ (once a year)
5.0 out of 5 stars
This book is Salvation
Reviewed in India on February 24, 2019
The Hard Thing about Hard Things is pure SALVATION.Reviewed in India on February 24, 2019
Written by the well known Ben Horowitz (VC of FB, Airbnb, Pinterest, Twitter), this is Ben's narration as a HARDCORE entrepreneur.
What I LOVE about the book:
- There is no black or white in the world of startup entrepreneurship. It's always a shade of grey.
- The roller coaster ride of an entrepreneur & how SIMILAR it feels to all our journeys. This book is a GREAT leveller 🙂
- Profanity is a mindset. Ben narrates how he handles it (also mentioning its purpose)
- Co-Founder relationship management!
- The constant dread of shutting down / going bankrupt and how the single pointed agenda of SURVIVING pulled Ben and his Company through until stardom.
- When to use statistics and when to use calculus 🙂
- The incredible story of Go. (second time I read this)
- The CHALLENGES of 'getting big Co execs into small Cos"!
- NEVER 'overcompensating' employees
Immortal quotes:
"There were plenty of companies in the '90s that had launch parties but not landing parties" 🙂
"Play long enough ... so that you might get lucky"
MUST READ (once a year)
Images in this review
50 people found this helpful
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Unknown
5.0 out of 5 stars
Peace to all those engaged in struggle to fulfill their dreams
Reviewed in India on November 4, 2018Verified Purchase
Going through my own struggle to fulfill my dreams, I just picked up the book and read it. And as the author says hard things are hard, because there are no easy answers or recipes. It is an easy read, though can get boring in places, especially given it is also a management book. However, the author's stewardship Opsware is fascinating, its ups and downs, re-inventing itself, fighting and eventually selling it. For me the following are the important lessons:
1. I recently met an ex-colleague, whose founded and runs a business now valued over a couple of billion dollars. He like the author said that we just kept on going through tough times. As Winston Churchill also said, when in hell keep going. And as the author says, if you play long enough, you may get lucky.
2. Focus on exploiting your strengths more than in ensuring that there are no weaknesses
3. Sometimes the things that you are not doing should be the things that you should be doing.
4. Looking at worlds from different prisms, helps separate facts from perception or shall we say fiction.
5. In war time, just play to survive, kill and win i.e., know what needs to be done and focus on getting it done. Alignment of all with the strategy and tactics is very important.
6. If you are a thinker, get people who can get things done. My father used to say that most executive often knew how to get things done, however if they also knew what to do, then they would be more effective.
7. In business if you need to find an answer, you got to find it irrespective of odds of finding it.
8. Importance of training your people and integrating them. As i was old over a quarter of a century ago in an interview, you need to train your staff from day one.
There are of course other lessons too, like when should you sell your company, how should organisation culture be deigned, how should a founder deal with simple things like title or avoid the organisation becoming political, etc. I am sure, depending on where you are and what your challenges are, you will have a different take.
A good book to read for entreprenuers, for people charting their own courses. I give it my highest recommendation.
1. I recently met an ex-colleague, whose founded and runs a business now valued over a couple of billion dollars. He like the author said that we just kept on going through tough times. As Winston Churchill also said, when in hell keep going. And as the author says, if you play long enough, you may get lucky.
2. Focus on exploiting your strengths more than in ensuring that there are no weaknesses
3. Sometimes the things that you are not doing should be the things that you should be doing.
4. Looking at worlds from different prisms, helps separate facts from perception or shall we say fiction.
5. In war time, just play to survive, kill and win i.e., know what needs to be done and focus on getting it done. Alignment of all with the strategy and tactics is very important.
6. If you are a thinker, get people who can get things done. My father used to say that most executive often knew how to get things done, however if they also knew what to do, then they would be more effective.
7. In business if you need to find an answer, you got to find it irrespective of odds of finding it.
8. Importance of training your people and integrating them. As i was old over a quarter of a century ago in an interview, you need to train your staff from day one.
There are of course other lessons too, like when should you sell your company, how should organisation culture be deigned, how should a founder deal with simple things like title or avoid the organisation becoming political, etc. I am sure, depending on where you are and what your challenges are, you will have a different take.
A good book to read for entreprenuers, for people charting their own courses. I give it my highest recommendation.
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Ajay
4.0 out of 5 stars
A brief rundown on how to deal with the hard things
Reviewed in the United Kingdom on August 11, 2016Verified Purchase
The hard thing about hard things deals with the trials that Ben Horowitz encountered during his career as founder CEO to VC at Andreessen Horowitz. The book gives practical advice on how to grow a company, find the right executives, and deal with the hard decisions along the way.
The first half of the book mainly covers Horowitz's back story and it takes a while for anything of real value to be mentioned. By the halfway mark though the book offers plenty of bookmark-worthy snippets of advice which should be relevant to anyone who is looking to develop a career in leadership.
It's very likely I will be referring to this book again in the future.
The first half of the book mainly covers Horowitz's back story and it takes a while for anything of real value to be mentioned. By the halfway mark though the book offers plenty of bookmark-worthy snippets of advice which should be relevant to anyone who is looking to develop a career in leadership.
It's very likely I will be referring to this book again in the future.
8 people found this helpful
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