Every time you make the hard, correct decision you become a bit more courageous, and every time you make the easy, wrong decision you become a bit more cowardly. If you are CEO, these choices will lead to a courageous or cowardly company.

Wartime CEO is too busy fighting the enemy to read management books written by consultants who have never managed a fruit stand.

In my experience as CEO, I found that the most important decisions tested my courage far more than my intelligence.

Until you make the effort to get to know someone or something, you don’t know anything.

The person they're working with, is going to be the person they'll know more. So if that person leaves, they're going to go - well, should have I left too? What did they get and how does that compare to my deal.

It's quite possible for an executive to hit her goal for the quarter by ignoring the future.

Groupon looked like a very high valuation, but any investment in a great company at any stage is almost always a good investment.