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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

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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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Transparency people talk a lot about, it's a goal everybody ascribes to but when push comes to shove, very few people actually adhere to it.
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I'd actually argue forging a company is far more harder than forging a product
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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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Possibly the most important thing you do is actually edit the team.
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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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You should have a 1-on-1 roughly every 2 weeks.
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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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The real thing you do is you ask a lot of questions.
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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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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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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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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 agenda should be crafted by the employee who reports to the manager not the manager.
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Your goal over time is to use less red ink every day.
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The people that work with you should generally come up with their own initiatives.
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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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Force yourself to simplify every initiative, every product, every marketing, everything you do.
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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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