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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
Every
Simplify
Initiative
Marketing
Product
Products
Force
Everything

More quotes by Keith Rabois

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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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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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The people that work with you should generally come up with their own initiatives.
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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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I'd actually argue forging a company is far more harder than forging a product
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You should have a 1-on-1 roughly every 2 weeks.
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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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Delegate completely. Let people make mistakes and learn.
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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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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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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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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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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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Any executive, any CEO should not have 1 management style. Your management style needs to be dictated by your employee.
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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 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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Your goal over time is to use less red ink every day.
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Basically this is what you want - a high performance machine that idiots can run.
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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.
Keith Rabois