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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
Mistake
Learn
Make
People
Delegate
Delegates
Mistakes
Completely

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I'd actually argue forging a company is far more harder than forging a product
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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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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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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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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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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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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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Basically this is what you want - a high performance machine that idiots can run.
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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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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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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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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 should have a 1-on-1 roughly every 2 weeks.
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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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The agenda should be crafted by the employee who reports to the manager not the manager.
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You want to start with the objective of everything should feel exactly the same.
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Force yourself to simplify every initiative, every product, every marketing, everything you do.
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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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