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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
People
Initiatives
Initiative
Generally
Come
Work

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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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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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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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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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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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Create tools that enable people to make decisions at the same level, ideally, of fidelity that that you would make them yourself.
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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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Possibly the most important thing you do is actually edit the team.
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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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Delegate completely. Let people make mistakes and learn.
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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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The real thing you do is you ask a lot of questions.
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The job of an editor is to ensure a consistent voice.
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I'd actually argue forging a company is far more harder than forging a product
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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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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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Your goal over time is to use less red ink every day.
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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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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