three
TEAMS
ln the Introduction, I told you about how our investor and board member Ben Horowitz called me as I was driving aimlessly around San Francisco and how he gave me two critical pieces of advice about how to pull ourselves out of our death spiral. I’ll share the first piece of advice now.
When Ben called, I assumed he was going to fire me. After all, Todd and I had just told the board that we’d drastically missed our sales targets—and I was the person responsible for sales.
But instead of showing me the door, Ben asked me to describe my job. I explained what he already knew. I was the Chief Operating Officer.
“What else are you doing?” ...
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