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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
Simplify
Initiative
Marketing
Product
Products
Force
Everything
Every

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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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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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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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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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The job of an editor is to ensure a consistent voice.
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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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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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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 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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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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The real thing you do is you ask a lot of questions.
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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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If the Martians took over eBay it would take 6 months for the world to notice.
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I'd actually argue forging a company is far more harder than forging a product
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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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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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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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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 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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