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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
Everything
Every
Simplify
Initiative
Marketing
Product
Products
Force
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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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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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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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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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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 real thing you do is you ask a lot of questions.
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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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If the Martians took over eBay it would take 6 months for the world to notice.
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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 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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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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Possibly the most important thing you do is actually edit the team.
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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 job of an editor is to ensure a consistent voice.
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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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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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What you actually want to do with every single employee, every single day is expand the scope of their responsibilities until it breaks.
Keith Rabois
The next thing you do is allocate resources.
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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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