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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
Absolutely
Confidence
Opinion
Delegate
Delegates
Consequences
Lows
Consequence

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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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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 real thing you do is you ask a lot of questions.
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The job of an editor is to ensure a consistent voice.
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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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You want to start with the objective of everything should feel exactly the same.
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Possibly the most important thing you do is actually edit the team.
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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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You kinda want to look for the anomalies. You don't actually want to look for the expected behaviour.
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Force yourself to simplify every initiative, every product, every marketing, everything you do.
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The agenda should be crafted by the employee who reports to the manager not the manager.
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Delegate completely. Let people make mistakes and learn.
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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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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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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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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 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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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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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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The next thing you do is allocate resources.
Keith Rabois