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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
Objective
Objectives
Exactly
Start
Everything
Feel
Feels

More quotes by Keith Rabois

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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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Any executive, any CEO should not have 1 management style. Your management style needs to be dictated by your employee.
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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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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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You should have a 1-on-1 roughly every 2 weeks.
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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 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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Basically this is what you want - a high performance machine that idiots can run.
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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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You kinda want to look for the anomalies. You don't actually want to look for the expected behaviour.
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The real thing you do is you ask a lot of questions.
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If the Martians took over eBay it would take 6 months for the world to notice.
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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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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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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 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.
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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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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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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.
Keith Rabois