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Delegate completely. Let people make mistakes and learn.

Keith Rabois

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Keith Rabois
Age: 55
Born: 1969
Born: March 17
Businessperson
Executive Management
Investor
Edison Township
Delegates
Mistakes
Completely
Mistake
Learn
Make
People
Delegate

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Your goal over time is to use less red ink every day.
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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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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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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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The most important job of an editor is simplify, simplify simplify, and that usually means omitting things.
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The people that work with you should generally come up with their own initiatives.
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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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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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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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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 should have a 1-on-1 roughly every 2 weeks.
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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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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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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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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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Force yourself to simplify every initiative, every product, every marketing, everything you do.
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Basically this is what you want - a high performance machine that idiots can run.
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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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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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