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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
Marketing
Product
Products
Force
Everything
Every
Simplify
Initiative

More quotes by Keith Rabois

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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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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 next thing you do is allocate resources.
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The people that work with you should generally come up with their own initiatives.
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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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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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Possibly the most important thing you do is actually edit the team.
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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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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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Your goal over time is to use less red ink every day.
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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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The job of an editor is to ensure a consistent voice.
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The agenda should be crafted by the employee who reports to the manager not the manager.
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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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Any executive, any CEO should not have 1 management style. Your management style needs to be dictated by your employee.
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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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You kinda want to look for the anomalies. You don't actually want to look for the expected behaviour.
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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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