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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

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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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I'd actually argue forging a company is far more harder than forging a product
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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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When you start a company everything is going to feel like a mess. And it really should. If you have too much process, too much predictability, you are probably not innovating fast enough and creatively enough.
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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 agenda should be crafted by the employee who reports to the manager not the manager.
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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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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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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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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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Where there are low consequences and you have very low confidence in your own opinion, you should absolutely delegate.
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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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Your goal over time is to use less red ink every day.
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You should have a 1-on-1 roughly every 2 weeks.
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Force yourself to simplify every initiative, every product, every marketing, everything you do.
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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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