When you found a company, you have the original vision, you make all the original decisions, you know every employee, you kind of know every aspect of the product architecture and its limitations.
As a company grows, communication becomes its biggest challenge.
With communication technology in general, there's a kind of certain critical mass of people. Once you get to 15% of the world's entire population using one communication technology, that's a big deal. It's beyond the theoretical at this point. The people who think it's a fad have probably not been paying that much attention.
The key to high-quality communication is trust, and it's hard to trust somebody that you don't know.
It is very helpful to me, in my job, for people to know me better. A lot of that is, it's a communication job.
Hire sales people who are really smart problem solvers, but lack courage, hunger and competitiveness, and your company will go out of business.
In my experience as CEO, I found that the most important decisions tested my courage far more than my intelligence.
In all the difficult decisions that I made through the course of running Loudcloud and Opsware, I never once felt brave. In fact, I often felt scared to death. I never lost those feelings, but after much practice, I learned to ignore them. That learning process might also be called the courage development process.
By far the most difficult skill I learned as a C.E.O. was the ability to manage my own psychology. Organizational design, process design, metrics, hiring and firing were all relatively straightforward skills to master compared with keeping my mind in check.
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