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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 people that work with you should generally come up with their own initiatives.
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Basically this is what you want - a high performance machine that idiots can run.
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You want to start with the objective of everything should feel exactly the same.
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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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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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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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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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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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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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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 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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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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You should have a 1-on-1 roughly every 2 weeks.
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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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Force yourself to simplify every initiative, every product, every marketing, everything you do.
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The real thing you do is you ask a lot of questions.
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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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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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Don't accept the excuse of complexity. A lot of people will tell you, this is too challenging, this is too complicated, yeah well I know other people simplify but that's not for me, this is a complicated business. They're wrong. You can change the world in 140 characters.
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The job of an editor is to ensure a consistent voice.
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