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You want to start with the objective of everything should feel exactly the same.

Keith Rabois

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Keith Rabois
Age: 55
Born: 1969
Born: March 17
Businessperson
Executive Management
Investor
Edison Township
Objectives
Exactly
Start
Everything
Feel
Feels
Objective

More quotes by Keith Rabois

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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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The job of an editor is to ensure a consistent voice.
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The people that work with you should generally come up with their own 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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Force yourself to simplify every initiative, every product, every marketing, everything you do.
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Possibly the most important thing you do is actually edit the team.
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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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The agenda should be crafted by the employee who reports to the manager not the manager.
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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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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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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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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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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'd actually argue forging a company is far more harder than forging a product
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The real thing you do is you ask a lot of questions.
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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.
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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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You kinda want to look for the anomalies. You don't actually want to look for the expected behaviour.
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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.
Keith Rabois