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Basically this is what you want - a high performance machine that idiots can run.

Keith Rabois

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Keith Rabois
Age: 55
Born: 1969
Born: March 17
Businessperson
Executive Management
Investor
Edison Township
Running
Idiots
Idiot
Machine
Performance
Basically
Performances
Machines
High

More quotes by Keith Rabois

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The next thing you do is allocate resources.
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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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The most important job of an editor is simplify, simplify simplify, and that usually means omitting things.
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The real thing you do is you ask a lot of questions.
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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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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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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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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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You want to start with the objective of everything should feel exactly the same.
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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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I'd actually argue forging a company is far more harder than forging a product
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Delegate completely. Let people make mistakes and learn.
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If the Martians took over eBay it would take 6 months for the world to notice.
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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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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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I don't believe ever in shared office spaces. Peter talks a little bit about this, every good startup is a cult. It's very hard to create a cult if you're sharing space with people.
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Force yourself to simplify every initiative, every product, every marketing, everything you do.
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Possibly the most important thing you do is actually edit the team.
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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.
Keith Rabois