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Force yourself to simplify every initiative, every product, every marketing, everything you do.

Keith Rabois

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Keith Rabois
Age: 55
Born: 1969
Born: March 17
Businessperson
Executive Management
Investor
Edison Township
Initiative
Marketing
Product
Products
Force
Everything
Every
Simplify

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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.
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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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What you actually want to do with every single employee, every single day is expand the scope of their responsibilities until it breaks.
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I'd actually argue forging a company is far more harder than forging a product
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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 job of an editor is to ensure a consistent voice.
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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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The real thing you do is you ask a lot of questions.
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The next thing you do is allocate resources.
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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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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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Any executive, any CEO should not have 1 management style. Your management style needs to be dictated by your employee.
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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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Delegate completely. Let people make mistakes and learn.
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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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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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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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Usually when you hire more engineers, you actually don't get that much more done, you actually sometimes get less done.
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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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Your goal over time is to use less red ink every day.
Keith Rabois