Difficult decisions require intellectual honesty, being able to see things as they are, not as you want them to be, and then facing up to problems and doing something about them.
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Failure to be honest with yourself is a problem in any business, but it is especially disastrous in an entrepreneurial company, where the risk-reward stakes are so high.
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I think that accounting is a very serious issue in a lot of companies. The need to make profits every quarter and to meet analysts’ estimates can be a debilitating force.
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Nearly every mistake I’ve made has been because I picked the wrong people, not the wrong idea.
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Too many businesspeople delude themselves. They want so much to believe that they listen only to what they want to hear and see only what they want to see.
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Ideas are a dime a dozen. It’s the execution that’s really the important thing and you need really good people for that. Good people can change directions, but there are very, very few truly great people who can execute properly.
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Good ideas and good products are a dime a dozen. Good execution and good management — in a word, good people — are rare.
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Many business success stories are due at least in part to simple good luck.
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The biggest problem in starting high-tech businesses is the shortage of superior managers. There is too much money chasing too few good managers.
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