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Any executive, any CEO should not have 1 management style. Your management style needs to be dictated by your employee.

Keith Rabois

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Keith Rabois
Age: 55
Born: 1969
Born: March 17
Businessperson
Executive Management
Investor
Edison Township
Employee
Executives
Management
Style
Needs
Dictated
Ceo
Executive

More quotes by Keith Rabois

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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 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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Force yourself to simplify every initiative, every product, every marketing, everything you do.
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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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The next thing you do is allocate resources.
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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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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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Your goal over time is to use less red ink every day.
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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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You should have a 1-on-1 roughly every 2 weeks.
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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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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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The people that work with you should generally come up with their own initiatives.
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Basically this is what you want - a high performance machine that idiots can run.
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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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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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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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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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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.
Keith Rabois