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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
Opinion
Delegate
Delegates
Consequences
Lows
Consequence
Absolutely
Confidence

More quotes by Keith Rabois

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Possibly the most important thing you do is actually edit the team.
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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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You should have a 1-on-1 roughly every 2 weeks.
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At first when you start a company, everything's gonna feel like a mess and it really should. It should feel like everyday there's a new problem, and what you're doing is fundamentally triaging.
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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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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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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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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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Your goal over time is to use less red ink every day.
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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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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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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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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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Force yourself to simplify every initiative, every product, every marketing, everything you do.
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The next thing you do is allocate resources.
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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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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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Delegate completely. Let people make mistakes and learn.
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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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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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