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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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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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Possibly the most important thing you do is actually edit the team.
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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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You want to start with the objective of everything should feel exactly the same.
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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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Basically this is what you want - a high performance machine that idiots can run.
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The next thing you do is allocate resources.
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The most important job of an editor is simplify, simplify simplify, and that usually means omitting things.
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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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Any executive, any CEO should not have 1 management style. Your management style needs to be dictated by your employee.
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If the Martians took over eBay it would take 6 months for the world to notice.
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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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Force yourself to simplify every initiative, every product, every marketing, everything you do.
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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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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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You kinda want to look for the anomalies. You don't actually want to look for the expected behaviour.
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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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Usually when you hire more engineers, you actually don't get that much more done, you actually sometimes get less done.
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