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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
Initiatives
Initiative
Generally
Come
Work
People

More quotes by Keith Rabois

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You should have a 1-on-1 roughly every 2 weeks.
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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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I'd actually argue forging a company is far more harder than forging a product
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The next thing you do is allocate resources.
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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 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 most important job of an editor is simplify, simplify simplify, and that usually means omitting things.
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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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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 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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You kinda want to look for the anomalies. You don't actually want to look for the expected behaviour.
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.
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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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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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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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Basically this is what you want - a high performance machine that idiots can run.
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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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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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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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The agenda should be crafted by the employee who reports to the manager not the manager.
Keith Rabois