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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.

Keith Rabois

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Keith Rabois
Age: 55
Born: 1969
Born: March 17
Businessperson
Executive Management
Investor
Edison Township
Better
People
Clarify
Simplify
Perform
Team
Everybody
Jobs

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The next thing you do is allocate resources.
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Your goal over time is to use less red ink every day.
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Where there are low consequences and you have very low confidence in your own opinion, you should absolutely delegate.
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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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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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You kinda want to look for the anomalies. You don't actually want to look for the expected behaviour.
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You should have a 1-on-1 roughly every 2 weeks.
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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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You want to start with the objective of everything should feel exactly the same.
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The agenda should be crafted by the employee who reports to the manager not the manager.
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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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The people that work with you should generally come up with their own initiatives.
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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.
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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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Basically this is what you want - a high performance machine that idiots can run.
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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 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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I'd actually argue forging a company is far more harder than forging a product
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The job of an editor is to ensure a consistent voice.
Keith Rabois