The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers

During one of the many crises at Opsware, Horowitz learned to stop worrying about his mistakes and focus on what he needed to get right. The following segments speak to this principle.

The Most Difficult CEO Skill

Most CEOs talk about their successes but fail to discuss their inner psychological turmoil. The problem is that there is no training regimen for becoming a CEO; it’s strictly learn as you go. More importantly, things are bound to go wrong, and it will be the CEO’s fault because they are in charge. Horowitz goes on to say that oftentimes, one of two mistakes can occur: either the CEO “takes things too personally” or “[t]hey do not take things personally enough” (204). Horowitz adds that the proper course of action lies somewhere between these two extremes.

Ultimately, CEOs have to face their fears and anxieties alone, but there are some helpful techniques. Talking through the problem with friends is one way. Another is to commit one’s worries to paper. Horowitz argues for focusing on the road ahead and states that CEOs must never give up.

The Fine Line Between Fear and Courage

Both heroes and cowards feel fear, Horowitz offers, but heroes don’t let fear stand in their way, and courage is a key trait of a successful CEO.