Ben Horowitz

You have to answer that question, the why.

So the story is answering the why.

Like you have KPIs and OKRs or all that kind of stuff.

That's what.

But the what is kind of a vague interpretation of the why.

The why is the depth.

If you know the why, I don't even have to tell you the what.

Because you know what to do.

That's a strategy.

I know what my job is.

I'm going to go run after that.

It depends on...

what medium you are best at articulating yourself in.

But I think that I would say like writing it out long form helps a lot because it forces you to be the most disciplined on it.

But you just have to have a running articulation of the why.

So I think it's a little hard to know.

I mean, it depends on the position.

It depends on the company and all those things.

But I do think two things that, at least in Silicon Valley, have probably been underrated over time are going to increase in importance anyway, which are creativity and ability to create and maintain relationships.

I think those are things that