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

If you manage a team of 10 people, its quite possible to do so with very few mistakes or bad behaviors. If you manage an organization of 1,000 people it is quite impossible. At a certain size, your company will do things that are so bad that you never imagined that youd be associated with that kind of incompetence.

It's hard in daily life. It's even harder in management because it's the stress of the moment.

Over the last ten years, technological advances have dramatically lowered the financial bar for starting a new company, but the courage bar for building a great company remains as high as it has ever been.

You're better off being The Beatles than The Monkees, as a startup.

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.

Breakthrough ideas usually come from guys who look like they're hallucinating