Quote

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

Keith Rabois

Change background

T
T
T

Change font

TAGS & TOPICS

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

More quotes by Keith Rabois

Image
It's easy to shortcut when you get busy explaining the why's of the world, but it's very important to try.
Keith Rabois
Image
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.
Keith Rabois
Image
Any executive, any CEO should not have 1 management style. Your management style needs to be dictated by your employee.
Keith Rabois
Image
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.
Keith Rabois
Image
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.
Keith Rabois
Image
Basically this is what you want - a high performance machine that idiots can run.
Keith Rabois
Image
The people that work with you should generally come up with their own initiatives.
Keith Rabois
Image
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.
Keith Rabois
Image
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.
Keith Rabois
Image
Possibly the most important thing you do is actually edit the team.
Keith Rabois
Image
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.
Keith Rabois
Image
You kinda want to look for the anomalies. You don't actually want to look for the expected behaviour.
Keith Rabois
Image
You should have a 1-on-1 roughly every 2 weeks.
Keith Rabois
Image
The agenda should be crafted by the employee who reports to the manager not the manager.
Keith Rabois
Image
Force yourself to simplify every initiative, every product, every marketing, everything you do.
Keith Rabois
Image
The real thing you do is you ask a lot of questions.
Keith Rabois
Image
You want to start with the objective of everything should feel exactly the same.
Keith Rabois
Image
The most important job of an editor is simplify, simplify simplify, and that usually means omitting things.
Keith Rabois
Image
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.
Keith Rabois
Image
You generally know when someone asks you to do something- am I more writing, or am I more editing? The editor is the best metaphor for your job.
Keith Rabois