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The next thing you do is allocate resources.

Keith Rabois

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Keith Rabois
Age: 55
Born: 1969
Born: March 17
Businessperson
Executive Management
Investor
Edison Township
Allocate
Resources
Next
Thing

More quotes by Keith Rabois

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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.
Keith Rabois
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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
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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.
Keith Rabois
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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.
Keith Rabois
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You want to start with the objective of everything should feel exactly the same.
Keith Rabois
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Force yourself to simplify every initiative, every product, every marketing, everything you do.
Keith Rabois
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You should have a 1-on-1 roughly every 2 weeks.
Keith Rabois
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Possibly the most important thing you do is actually edit the team.
Keith Rabois
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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.
Keith Rabois
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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.
Keith Rabois
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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.
Keith Rabois
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Your goal over time is to use less red ink every day.
Keith Rabois
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Delegate completely. Let people make mistakes and learn.
Keith Rabois
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Any executive, any CEO should not have 1 management style. Your management style needs to be dictated by your employee.
Keith Rabois
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I'd actually argue forging a company is far more harder than forging a product
Keith Rabois
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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.
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.
Keith Rabois
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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.
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.
Keith Rabois
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The job of an editor is to ensure a consistent voice.
Keith Rabois