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The people that work with you should generally come up with their own initiatives.

Keith Rabois

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Keith Rabois
Age: 55
Born: 1969
Born: March 17
Businessperson
Executive Management
Investor
Edison Township
Initiative
Generally
Come
Work
People
Initiatives

More quotes by 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.
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You should have a 1-on-1 roughly every 2 weeks.
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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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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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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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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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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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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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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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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 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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The next thing you do is allocate resources.
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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.
Keith Rabois
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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 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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If the Martians took over eBay it would take 6 months for the world to notice.
Keith Rabois
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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.
Keith Rabois
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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.
Keith Rabois