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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
Actually
Forging
Argue
Arguing
Product
Harder
Products
Company

More quotes by Keith Rabois

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The real thing you do is you ask a lot of questions.
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Basically this is what you want - a high performance machine that idiots can run.
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As the company scales, everybody is not going to get invited to every single meeting, but they're gonna want to go to every meeting.
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Delegate completely. Let people make mistakes and learn.
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You want to start with the objective of everything should feel exactly the same.
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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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You should have a 1-on-1 roughly every 2 weeks.
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Ultimately, I don't believe that you can build a company without a lot of effort, and that you need to lead by example.
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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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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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Possibly the most important thing you do is actually edit the team.
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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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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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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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Any executive, any CEO should not have 1 management style. Your management style needs to be dictated by your employee.
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If people start going to a desk, some one individual employees desk and they don't report to them... it's a sign that they believe that person can help them. So if you see that consistently, those are your barrels. Just promote them, give them more opportunity as fast as you can.
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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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What you actually want to do with every single employee, every single day is expand the scope of their responsibilities until it breaks.
Keith Rabois