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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
Delegates
Consequences
Lows
Consequence
Absolutely
Confidence
Opinion
Delegate

More quotes by Keith Rabois

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If the Martians took over eBay it would take 6 months for the world to notice.
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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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You should have a 1-on-1 roughly every 2 weeks.
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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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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 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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The job of an editor is to ensure a consistent voice.
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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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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 real thing you do is you ask a lot of questions.
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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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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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Force yourself to simplify every initiative, every product, every marketing, everything you do.
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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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The people that work with you should generally come up with their own initiatives.
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I'd actually argue forging a company is far more harder than forging a product
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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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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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Possibly the most important thing you do is actually edit the team.
Keith Rabois
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The next thing you do is allocate resources.
Keith Rabois