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I'd actually argue forging a company is far more harder than forging a product

Keith Rabois

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Keith Rabois
Age: 55
Born: 1969
Born: March 17
Businessperson
Executive Management
Investor
Edison Township
Harder
Products
Company
Actually
Forging
Argue
Arguing
Product

More quotes by Keith Rabois

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What you actually want to do with every single employee, every single day is expand the scope of their responsibilities until it breaks.
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Being a venture capitalist to me is like being more of a psychologist. So if you come to my office we have two chairs with a table in the middle. And we sit down and it's like, Tell me your problems.
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Your goal over time is to use less red ink every day.
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Possibly the most important thing you do is actually edit the team.
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The agenda should be crafted by the employee who reports to the manager not the manager.
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So that's your job too, to clarify and simplify for everybody on your team. The more you simplify the better people will perform.
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Usually when you hire more engineers, you actually don't get that much more done, you actually sometimes get less done.
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The most important job of an editor is simplify, simplify simplify, and that usually means omitting things.
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You are not going to do most of the work. You shouldn't be doing most of the work... and the way you get out of doing most of the work, is you delegate.
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Force yourself to simplify every initiative, every product, every marketing, everything you do.
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Building a company is basically taking all the irrational people you know... Putting them in one building and then living with them 12 hrs a day at least.
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Any executive, any CEO should not have 1 management style. Your management style needs to be dictated by your employee.
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When you start a company everything is going to feel like a mess. And it really should. If you have too much process, too much predictability, you are probably not innovating fast enough and creatively enough.
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The people that work with you should generally come up with their own initiatives.
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The job of an editor is to ensure a consistent voice.
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Create tools that enable people to make decisions at the same level, ideally, of fidelity that that you would make them yourself.
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Most people will solve the problems they know how to solve. Roughly speaking they will solve B+ problems instead of A+ problems. A+ problems are high impact problems for your company but they're difficult problems.
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It's never a metric, it's where the person is going or not. Metrics are used to make things work better, but don't necessarily make a business better.
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It's easy to shortcut when you get busy explaining the why's of the world, but it's very important to try.
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You should have a 1-on-1 roughly every 2 weeks.
Keith Rabois