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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
Forging
Argue
Arguing
Product
Harder
Products
Company
Actually

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The job of an editor is to ensure a consistent voice.
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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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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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Your goal over time is to use less red ink every day.
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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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The people that work with you should generally come up with their own initiatives.
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The agenda should be crafted by the employee who reports to the manager not the manager.
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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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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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It's actually a good thing if you do reference checks on somebody and half the people you call say they are a micromanager and the other half say they actually give me a lot of responsibility. That's a feature not a bug.
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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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Transparency people talk a lot about, it's a goal everybody ascribes to but when push comes to shove, very few people actually adhere to it.
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The real thing you do is you ask a lot of questions.
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At first when you start a company, everything's gonna feel like a mess and it really should. It should feel like everyday there's a new problem, and what you're doing is fundamentally triaging.
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If the Martians took over eBay it would take 6 months for the world to notice.
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The more you simplify, the better people will perform. People can not understand and keep track of a long complicated set of initiatives. So you have to distill it down to one, two, or three things and use a framework they can repeat, they can repeat without thinking about, they can repeat to their friends, they can repeat at night.
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You kinda want to look for the anomalies. You don't actually want to look for the expected behaviour.
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Most people, most great people even are ammunition. But what you need in your company are barrels. You can only shoot through the number of unique barrels you have, so that's how the velocity of your company improves... is by adding barrels, and then you stock them with ammunition and then you can do a lot.
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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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