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Where there are low consequences and you have very low confidence in your own opinion, you should absolutely delegate.

Keith Rabois

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Keith Rabois
Age: 55
Born: 1969
Born: March 17
Businessperson
Executive Management
Investor
Edison Township
Lows
Consequence
Absolutely
Confidence
Opinion
Delegate
Delegates
Consequences

More quotes by Keith Rabois

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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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Your goal over time is to use less red ink every day.
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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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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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Any executive, any CEO should not have 1 management style. Your management style needs to be dictated by your employee.
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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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If the Martians took over eBay it would take 6 months for the world to notice.
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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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The job of an editor is to ensure a consistent voice.
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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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The agenda should be crafted by the employee who reports to the manager not the manager.
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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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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 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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I'd actually argue forging a company is far more harder than forging a product
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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 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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Delegate completely. Let people make mistakes and learn.
Keith Rabois