{"id":1315,"date":"2015-02-24T12:00:17","date_gmt":"2015-02-24T20:00:17","guid":{"rendered":"http:\/\/thinkapps.com\/blog\/?p=1315"},"modified":"2016-03-31T16:16:46","modified_gmt":"2016-03-31T23:16:46","slug":"how-start-startup-ben-horowitz-how-to-manage-team","status":"publish","type":"post","link":"https:\/\/thinkapps.com\/blog\/entrepreneurship\/how-start-startup-ben-horowitz-how-to-manage-team\/","title":{"rendered":"How to Start a Startup: Ben Horowitz Shares Management Advice"},"content":{"rendered":"

\u201cYou have to be able \u2026 to see [managing] decisions through the eyes of the company as a whole. It’s a hard thing to do because at the point when you are making a decision, you’re often under a great deal of pressure.\u201d<\/em><\/p>\n

Ben Horowitz<\/a>, founder of Andreessen Horowitz<\/a>, has been in these high-pressure situations many times before, so he\u2019s come up with processes and strategies to best manage a\u00a0team in the times when it may be the toughest.<\/p>\n

In his lecture on \u201cHow to Manage\u201d as part of <\/span>\u00a0Y Combinator<\/span><\/a>\u00a0president\u00a0Sam Altman<\/span><\/a>\u2019s How to Start a Startup<\/span><\/a> series at Stanford University, Horowitz went straight\u00a0for the tough stuff with advice on how to help you manage in the most fair and respectful way.<\/p>\n

(For more startup advice, check out\u00a0How to Start a Startup: The Book<\/a><\/em>. It’s\u00a0the ultimate reference guide to creating a successful tech startup.)<\/strong><\/p>\n

The Brass “Tax” of Employee Equity<\/h2>\n

Before getting\u00a0into the economics of hiring, firing, and promoting, Horowitz shared some information regarding\u00a0equity in startups that may need a bit of clarification because it can get confusing if you\u2019re not familiar with the concepts.<\/p>\n

But it\u2019s worth sticking this part out to get you set up for the rest of his presentation. In fact, this part of Horowitz’s talk\u00a0was a response to a blog post by\u00a0Sam Altman<\/a>. Here\u2019s the issue Altman brought up in his post:<\/p>\n

\n

“Most employees only have 90 days after they leave a job to exercise their options.\u00a0<\/span>Unfortunately, this requires money to cover the strike price and the tax bill due for the year of exercise \u2026\u00a0 <\/span>This is often more cash than an employee has and so the employee often has to\u00a0choose between walking away from vested options he or she can\u2019t afford\u00a0to exercise or being locked into staying at the company.”<\/p>\n<\/blockquote>\n

This basically means that, if you leave a company, for $10 million in equity, you could have to pay over $2 million to get your money. If you don\u2019t have the $2 million, you can\u2019t get the $10 million. To Altman, this is a really archaic model and an unjust position in which to put a former employee. He offers a solution that he heard from Adam D\u2019Angelo<\/a> at Quora<\/a>:<\/p>\n

\n

\u201cGrant options \u2026 are exercisable for 10 years from the grant date, which should cover nearly all cases (i.e. the company will probably either go public, get acquired, or die in that time frame, and so either the employee will have the liquidity to exercise or it won\u2019t matter.)\u201d<\/p>\n<\/blockquote>\n

Altman admits that this plan has some tricky aspects, but all in all is a better solution than what\u2019s currently offered. In fact, with things being so progressive in the startup climate, why is something as\u00a0important as\u00a0equity still so difficult to navigate? Horowitz said it actually used to be worse.<\/p>\n

Before 2004, the law was \u201cIf you gave somebody 10 years to exercise their options, you would never have been able to go public and you would never have been able to be acquired because you were taking an expense that was tied to your stock price.\u201d<\/p>\n

Since 2004, though, Horowitz said you have to consider this: \u201cYou have to think about the people who are staying and you want to reward the people who are staying \u2026 One thing that they’re going to ask themselves is, look they’re leaving and every time anybody leaves it\u2019s like, was that smart?\u201d<\/p>\n

If we\u2019re being honest, Horowitz says\u00a0that losing all of your stock is good enough reason to stay, even if most other factors have you looking the other direction. \u201cThat could be good news or bad news. It could be good news in that you get to keep somebody you might have lost.\u201d<\/p>\n

To balance your evils, here are the two alternative options Horowitz proposes:<\/p>\n

1. \u201cWe treat new employees with the utmost straight-forwardness and\u00a0fairness and we will \u2026 give you 10 years to exercise your stock if you quit or are \ufb01red.\u201d<\/p>\n

2. \u201cWe\u2019ll tell you up front: You are guaranteed to get your salary. For your stock to be meaningful, you must (a) vest, (b) stay until we exit or have the cash to exercise, (c) make the company worth something. We do this because we massively value those who see it through and will minimize the dilutive cost of those who leave.\u201d<\/p>\n

Horowitz said, when choosing one of these two options, you have to decide how you want to run your culture. \u201cIt’s critical to think it through from everybody’s perspective because when push comes to shove \u2026 that’s going to change the outcome of your company.\u201d<\/p>\n

In fact, that\u2019s the very mentality you have to keep in mind while making all big management decisions for your company.<\/p>\n

When to\u00a0Demote and When to\u00a0Fire Execs<\/h2>\n

When managing a startup, there are going to be problems that pop up that maybe you didn\u2019t cover in business school and you didn\u2019t learn from pitching to investors, building a product or gaining PR. One of them is having an upper level employee<\/a> who works hard, but just isn\u2019t great at his\u00a0job. How do you decide whether to demote or fire him?<\/p>\n

Here\u2019s the scenario Horowitz laid out:\u00a0 <\/span><\/h3>\n

An executive has worked really hard for your company, and the team likes him. All in all he is\u00a0a great asset to the company culture. But he’s\u00a0not exemplary when it comes to the job you need him\u00a0to be doing.<\/p>\n

It\u2019s a really hard decision to make and to make things even more complex, Horowitz says that you have to consider the perspective of everyone involved: the CEO, the executive and the rest of the team.<\/p>\n

CEO\u2019s Perspective:<\/strong> Demotion is ideal because you can keep the employee and harness his\u00a0skills in a position that\u2019s better suited for him. Not to mention, you don\u2019t create a hole in the culture by letting him go.<\/p>\n

Executive\u2019s Perspective:<\/strong>\u00a0He doesn’t want a demotion, but it gives another option to termination. Also, it\u2019s much easier to explain (and\/or sugarcoat) a demotion to a future employer rather than explaining being fired.<\/p>\n

Company Culture:<\/strong> If you do demote a person, how are the other people on the team going to treat him? What shifts is this going to cause in the company\u2019s dynamics?<\/p>\n

The Solution<\/h3>\n

At the end of the day, the decision you\u2019re making doesn\u2019t just affect one person, and the results last longer than one day or one week.<\/p>\n

Horowitz said, \u201cWhat you are really doing is saying, what does it mean to fail on the job? Particularly the highest paid, the highest compensated job in the company \u2026 Is it good enough to put in an effort or do you have to get a result?\u201d After you\u2019ve carefully considered the repercussions of either choice from all angles (including equity), you\u2019ll be able to balance the options.<\/p>\n

Horowitz says to keep in mind that if you\u2019re firing someone, it\u2019s a failure: \u201cYou failed on hiring<\/a>. You failed on integrating. They failed at their job \u2026 The reason they fail on the job is you made some mistake in the hiring process and you didn’t match them to the needs of your company accurately enough.\u201d<\/p>\n

Raising the Bar on Raises<\/h2>\n

If you\u2019ve ever asked for a raise, you know that it can be really intimidating and it seems like each time you do it, it\u2019s unfamiliar territory. But as the person in charge, again you have to consider many factors beyond the person who\u2019s asking for a raise and ultimately make it a consistent process that your employees can feel confident about.<\/p>\n

Here\u2019s Horowitz scenario:<\/h3>\n

An excellent employee asks you for a raise.<\/p>\n

CEO\u2019s Perspective:<\/strong> You want to keep this person around because she’s\u00a0done great work. You want to give her\u00a0what she’s\u00a0asking for to make her\u00a0happy and, of course, to gain some cool points.<\/p>\n

Employee\u2019s Perspective:<\/strong> Horowitz said, \u201cThis is something they’ve thought about a lot. They’ve compared their other options. They may have an offer from another company \u2026 It’s a serious thing.\u201d<\/p>\n

Company Culture:<\/strong> So, as great as the employee asking for a raise is, what about all of your other employees? Horowitz said, if you give the person a raise who\u2019s asking for it, other people in your team may be wondering \u201cOkay, so I didn’t ask for a raise and I didn’t get a raise. They asked for a raise and they got a raise. What does that mean?”<\/p>\n

This may lead people to believe that you as a CEO aren\u2019t really evaluating performance, but instead are just rewarding a one-time initiative. Other employees\u00a0may not be \u201cthat person\u201d who asks for a raise, but instead are people\u00a0who expect to work for companies who notice and reward their efforts as is. This will undoubtedly lead to some team turbulence.<\/p>\n

\u201cThe cultural conclusion is that everybody in your company is going to feel that they now have a fiduciary responsibility to their family to ask for a raise all the time because if they don’t, they may be missing out on a raise that they would have otherwise gotten.\u201d<\/p>\n

This will lead to a bunch of people asking for raises all the time \u2014 something Horowitz says is called \u201cencouraging behavior.\u201d<\/p>\n

The Solution<\/span><\/h3>\n

\u201c<\/span>You have to be formal to save your own culture,\u201d and this doesn\u2019t just apply to more established\u00a0startups. Even if you have beanbag chairs, happy hour and Pac Man in the lobby, regulating the raise process and making it clear to your entire team will make you and them more accountable for their performance.<\/p>\n

Horowitz says that, with his proposed process, after someone has come to you with a proposal for a raise, you should then evaluate their work for one quarter or six months. At the end of your evaluation, you tell them what their raise is \u2014 simple as that.<\/p>\n

After that, there is no further discussion as you\u2019ve heard their input as well as the input of their team during the evaluation. This is the best way to make the process fair and consistent.\u00a0\u201cIt means you’re understanding what everyone thinks and how this is going to impact them and the culture of your company<\/a>,\u201d said Horowitz.<\/p>\n

Learning from History\u2019s Greatest Practitioner<\/h2>\n

Horowitz really looks up to Toussaint L\u2019Ouverture<\/a>\u00a0for inspiration on how to best make decisions that have an efficient, positive impact on your entire team. L\u2019Ouverture\u00a0was a slave during one of the most brutal reigns of slavery in Haiti (then the colony of Santo Domingo). He had a vision to end slavery, take control of Haiti, and make it a first-class country.<\/p>\n

In accomplishing the only successful slave rebellion in history, every decision he made benefited the entirety of his mission, even at times when most people would have opted for revenge against a heinous rule.<\/p>\n

For example, after he defeated the locals, he had to decide what to do with the conquered soldiers. Rather than imprison or kill them, he considered the leaders of his opposition and the resulting culture he was working toward.<\/p>\n

Horowitz explained, \u201cWhen he conquered an army, he would take the best people from the opponent and make them generals in his army \u2026 He wanted the expertise and to bring the culture up to a higher level.\u201d<\/p>\n

\n

\u201cThis is the power of looking at a situation not just from your point of view, but from the point of view of all the constituents. Even the people you hate, which is hard to do when you are a CEO and harder to do when you are leading the revolution.\u201d<\/p>\n<\/blockquote>\n

Knowing that the Haitian economy depended almost solely on sugar cane, which was previously a slave economy, L\u2019Ouverture\u00a0had to then decide how to manage the acres and acres of sugar cane he\u2019d acquired as a result of his successes.<\/p>\n

He didn\u2019t know enough about the industry to take it in the direction he wanted it to go, so instead of killing the slave owners, he let them keep their land and run the sugar cane plantations, but they had to pay their workers, thereby abolishing slavery. Horowitz said that under L\u2019Ouverture\u2019s rule, \u201cHaiti had more export income than the U.S.\u201d<\/p>\n

Take-Home\u00a0Message<\/h2>\n

By taking inspiration from\u00a0L\u2019Ouverture\u00a0and considering all parties involved in each decision you make in the management of your company, you\u2019ll be able to have your eye on the long view and set yourself up for long-term success. Horowitz said,<\/p>\n

\n

\u201cThe most important thing that you can learn, and one of the hardest things to do, is you have to discipline yourself to see your company through the eyes of the employees, through the eyes of your partners, through the eyes of the people you are not talking to and who are not in the room.\u201d<\/p>\n<\/blockquote>\n

Next Steps<\/h2>\n

You can watch the video and read a full transcript of Horowitz\u2019s lecture here<\/a>.<\/p>\n

Also, if you enjoyed this post, be sure to check out\u00a0How to Start a Startup: The Book<\/a><\/em>. It’s\u00a0the ultimate reference guide to creating a successful tech startup.<\/p>\n

\"How<\/a><\/p>\n

Featured image was taken from the video of Ben Horowitz’s\u00a0lecture<\/a> at Stanford.<\/em><\/p>\n","protected":false},"excerpt":{"rendered":"

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