Creating your own startup is a long journey to success filled with a lot of hard work. You essentially have to perform every duty for the business during your time as a startup founder. This requires you to develop and utilize a lengthy list of business skills. A great way to make this difficult journey a little easier is by learning from others in similar situations. These are the four books every startup founder needs to read. 

The Art of the Start
Getting your startup off the ground is the hardest thing you will do. While there are several books designed around helping new startups, none of them offer more detailed information than “The Art of the Start.” Reading this book will instantly set you up for success when you try to launch your new idea. Creating a successful company requires a lot more than coming up with a good idea and finding investors. 

The Hard Things About Hard Things
Ben Horowitz is one of the most successful entrepreneurs in the world. He shares the struggles he faced during every aspect of his startup companies in “The Hard Things About Hard Things.” There is no better way to become a great entrepreneur than by learning from the mistakes and experiences of an expert. Whether you need guidance about investing, managing or growing the company, it will all be found in this book.

High Output Management
There will hopefully come a time during your startup journey where you need to hire additional employees. However, creating an effective team is a lot more complicated than just finding a few qualified workers. Andrew Grove advises building the perfect team and perfecting your leadership skills in “High Output Management.” These are the same tactics he used while turning Intel into a major tech company. 

Built to Sell
The final stage of every startup is when you give up full control of the business. Exiting the company allows you to sit back and enjoy the labors of your hard work. Reading “Built to Sell” by John Warrilow will give you all the information needed to prepare your startup for your eventual exit. You may be giving up control, but you still want to see the company succeed.