Some things that you want to encourage will be quantifiable, and some will not. If you report on the quantitative goals and ignore the qualitative on… - Ben Horowitz

Management purely by numbers is sort of like painting by numbers — it’s strictly for amateurs.

MANAGING STRICTLY BY NUMBERS IS LIKE PAINTING BY NUMBERS

Good product managers think about the story they want written by the press. Bad product managers think about covering every feature and being absolutely technically accurate with the press. Good product managers ask the press questions. Bad product managers answer any press question. Good product managers assume members of the press and the analyst community are really smart. Bad product managers assume that journalists and analysts are dumb because they don’t understand the subtle nuances of their particular technology. Good product managers err on the side of clarity. Bad product managers never even explain the obvious. Good product managers define their job and their success. Bad product managers constantly want to be told what to do. Good product managers send

He believed that you were either selling or being sold: if you weren’t selling a customer on your product then the customer was selling you on why she wasn’t going to buy

Ability to achieve the vision This attribute can absolutely be learned; perhaps this is why Andy Grove’s tolerance for incompetence was legendarily low. Indeed, the enemy of competence is sometimes confidence. A CEO should never be so confident that she stops improving her skills.