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Ben Horowitz

What You Do Is Who You Are

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{"strong"=>["Ben Horowitz, a leading venture capitalist, modern management expert, and New York Times bestselling author, combines lessons both from history and modern organisational practice with practical and often surprising advice to help executives build cultures that can weather both good and bad times."]}
In What You Do Is Who You Are, Ben Horowitz, bestselling author of The Hard Thing About Hard Things, turns his attention to a question crucial to every organisation: how do you create and sustain the culture you want?
What You Do Is Who You Are explains how to make your culture purposeful by spotlighting four models of leadership and culture-building — the leader of the only successful slave revolt, Haiti’s Toussaint Louverture; the Samurai, who ruled Japan for seven hundred years and shaped modern Japanese culture; Genghis Khan, who built the world’s largest empire; and Shaka Senghor, an American ex-con who created the most formidable prison gang in the yard and ultimately transformed prison culture.
What You Do Is Who You Are is a journey through culture, from ancient to modern. Along the way, it answers a question fundamental to any organisation: who are we?
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254 trykte sider
Oprindeligt udgivet
2019
Udgivelsesår
2019
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Citater

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    Is there anything that’s preventing you from getting your job done?” or “If you were me, what would you change in the company?”
  • EndeRhar citeretfor 3 år siden
    When I heard about a problem, I tried to seem ecstatic. I’d say, “Isn’t it great we found out about this before it killed us?” Or, “This is going to make the company so much stronger once we solve it.” People take their cues from the leader, so if you’re okay with bad news, they’ll be okay, too. Good CEOs run toward the pain and the darkness; eventually they even learn to enjoy it
  • EndeRhar citeretfor 3 år siden
    Explain why taking the action you’re taking is essential to the larger mission and how important that mission is. A layoff, done properly, is a new lease on life for the company. It’s a hard but necessary step that will enable you to fulfill the prime directive, the mission that everyone signed up for: eventual success. It’s your job to make sure that the company didn’t lay off those people for no ultimate purpose—something good needs to come of it

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