Ben Horowitz

And in your mind, you're kind of adjusting that strategy a little bit at a time every day.

But then a quarter later, it's actually pretty different than what you started with.

And so it's really important that you keep upgrading your story, the articulation of your story.

Like I would definitely recommend it be in written form and it kind of be something that you can share with everybody in the company, but everybody you're recruiting, everybody you're trying to raise money from, like all your constituents, every customer, what the hell is the story of this thing?

And the problem that I think founders have is it doesn't feel like work.

Like, what are you doing today?

Oh, I'm working on my story.

That doesn't sound like work.

Why don't you have like OpenClaw write that for you, motherfucker.

But sorry for the language.

I used to be a CEO.

So because it doesn't feel like work, people don't do it, but it's probably one of the most important parts of the job is to have that thing really.

And even like today at the firm, John will tell you, like I write the story every once in a while, not all the time, but...

It's very helpful for people to just go, and it's helpful for me to go, this is what we're trying to do here.

No, no, I think the culture is kind of separate from the story of the company.

The story of the company is like, why do we exist?

Like, why should this be a company?

Why should you join this company?

Why should you invest in this company?

Why should you work at this company?