The Ledger
Every statement that passed quotation and attribution checks. Mix any filter with any other: certainty 1/5, debate potential 5/5, or both at once.
why aren't all 7 resolved? a statement only gets an assessment when the public record can support or contradict it. opinions and what-ifs never can, and 0 checkable ones are still open, waiting for their date. predictions held up or didn't; assertions are supported or contradicted. on every card: ▮▮▮▮▮ certainty · ▮▮▮▮▮ debate potential. speakers are clickable
Professional CEOs struggle to innovate more than founders struggle to manage
“And we thought there was a reason for that because it was much harder for a professional CEO to learn to be an innovator than for an innovator to learn to be a CEO.”
Horowitz: Consensus hiring policies for executive roles are destructive
“A lot of times you'll see rules in early stage companies where, okay, everybody's got to vote thumbs up in order for us to hire this person, or everybody's got to score them eight out of 10 or better or whatever. But with an executive, that kind of policy can …”
Horowitz: Macroeconomics is a complex system that is fundamentally unanalyzable
“There's nothing more unpredictable than macroeconomics. Like, it is a very, very complex Complex system. You know, it's path dependent. It's not analyzable. You know, everybody's always making predictions, and they're always wrong until they're right, like a b…”
Horowitz: Board members must control the board to build deep CEO trust
“Well, look, I think in order to accomplish that, you really have to be the board member that controls the board. So if you're like a board member and you're the third strongest person on the board and you have a trust relationship with the CEO, that's not goin…”
Horowitz: Destructive board behavior stems from members trying to sound smart
“I think the mistake board members make is they say things because they want to, like, sound smart and impress the other board members as opposed to saying things because they know what the reaction might be, and how it might affect how the company operates goi…”
Horowitz: Counterintuitive rules set culture by forcing employees to ask why
“Probably the key thing on a shocking rule is that it has to surprise people. People have to ask themselves, why in the world do we have that rule? That seems crazy. And one of my favorite rules like that, of course, is Tom Coughlin's, if you're on time, you're…”