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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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“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)
Top Customer Reviews
This book is like countless "how to be a leader" books on the market, and says a lot of the same things. Only this time you get it from the perspective of a guy flailing to build a silicon valley startup to a point where he can unload it on some unsuspecting buyer and walk away with enough money to retire at 35, on the backs of the poor schlubs who wrote the code that got him there in the faint hope they'd get rich too. That's an interesting perspective, and one that says a lot about silicon valley, the venture capital culture, and the business world in general.
The problems with this book are many, however. First, most of the advice is retread, stuff you can find in a lot of other books on leadership. More importantly, however is the seemingly random organization. It doesn't adhere to a chronological flow, or a logical structured flow -- either would have been a fine choice. It seems to be mostly stream-of-consciousness -- like someone just transcribed their notes from their beside table notepad. It never seems to go from point A to point B. And it rehashes the same stories over and over. I get it, you managed to dump part of your losing business on EDS, a miracle coup, and then build up what was left into something you managed to stick HP with.Read more ›
Then I realized: this business book sounds different because it is different. Some books aim for middle managers, people with limited authority but little power, and others offer moral framework without strategic guidance. Horowitz writes for CEOs, division heads, and other top-rank executives who make powerful decisions in essential isolation. Horowitz' intended audience has probably read innumerable books about how business should work; he illustrates how business really works.
That's good and bad. CEOs, venture capital entrepreneurs, and other soaring-eagle outliers are probably an underserved market. Middle managers generally have in-house mentors and have so many books written for them, they could get bulk-buying discounts at Books-A-Million. CEOs frequently have to re-invent the wheel, because only a handful ever exist at Horowitz's level. Horowitz steps into the mentor role, dispensing hard-won advice when every decision costs millions of dollars.
But CEOs at Horowitz's level remain rare for good reason. When he describes selling his corporation to a competitor, but retaining intellectual property rights, which he leases out for $30 million annually, he clearly operates a business model that only functions among the One Percent. Could you sell anything you made, but still own it, and license it back to your buyer?Read more ›
Ben Horowitz not only weathered the storm, but he went public instead of going bankrupt. He turned a low of $0.37 a share into a $1.6B sale to HP. His stories of what he and the team went through, the excruciating decisions he had to make, and how he ended up winning (buying a company in order to keep a $20M deal with EDS)...an exceptional story.
So, the question is, how does his experience apply to those of us who are struggling with our own tech start-ups? While some of the advice was a bit preachy, what I like about Ben's advice is the brilliance of thought behind it. For instance, the Freaky Friday strategy. His Sales Engineering and Customer Service teams were at war. His flash of brilliance came from watching a movie on TV. He decided to permanently swap the responsibilities of the leads of the two organizations. What resulted was a fast understanding of the OTHER guy's issues...and a quick path to a mutually designed, collaborative solution. Brilliant.
Other pieces of advice flow to the heart of leadership. He has defined the job of the CEO and distilled it down to the essence of the job--for instance, making decisions in absence of all the data, having the courage to stand behind and in front of your decision, and being able to sell others on your decisions.Read more ›
Most Recent Customer Reviews
Like another reviewer said, the fact that Ben used 'she' and 'her' throughout the book was disingenuous and awkward. It needs to be rewritten as gender-neutral. Read morePublished 2 days ago by TimT
One of the best books I have read, not just about business but about life and philosophy. Very inspiring. The audible version is really really good.Published 5 days ago by lp
Possibly the best books I have read about the travails of being a Founder/CEO. Very practical and honest and most of the content will resonate with most entrepreneurs that have... Read morePublished 6 days ago by Oyaje Idoko
It is insightful, yet respectful at all times. A great balance of providing useful information without pretending to know everything. Read morePublished 14 days ago by denise
Great story through the first few chapters to provide context. I found much of the later content to be very hit or miss depending on where you are in your career. Read morePublished 15 days ago by Matt McClernan
Fantastic book that should be required reading for all entrepreneurs.Published 15 days ago by SShah
last chapter was not exactly related with the book.
Some of the ideas were very valuable even sometimes conflicts .
This is one of the best books, whether fiction or non, that I've read in quite a while. It's written in an easy-to-consume style; it's clear and concise, informative and... Read morePublished 17 days ago by Alex Hamilton