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The job of an editor is to ensure a consistent voice.

Keith Rabois

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Keith Rabois
Age: 55
Born: 1969
Born: March 17
Businessperson
Executive Management
Investor
Edison Township
Editors
Consistent
Voice
Jobs
Editor
Ensure

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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 want to start with the objective of everything should feel exactly the same.
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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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The most important job of an editor is simplify, simplify simplify, and that usually means omitting things.
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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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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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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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The real thing you do is you ask a lot of questions.
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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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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 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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Basically this is what you want - a high performance machine that idiots can run.
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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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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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I'd actually argue forging a company is far more harder than forging a product
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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 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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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 kinda want to look for the anomalies. You don't actually want to look for the expected behaviour.
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Possibly the most important thing you do is actually edit the team.
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