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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
People
Delegate
Delegates
Mistakes
Completely
Mistake
Learn
Make

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Basically this is what you want - a high performance machine that idiots can run.
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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 should have a 1-on-1 roughly every 2 weeks.
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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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Where there are low consequences and you have very low confidence in your own opinion, you should absolutely delegate.
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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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Any executive, any CEO should not have 1 management style. Your management style needs to be dictated by your employee.
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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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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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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 agenda should be crafted by the employee who reports to the manager not the manager.
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The more you simplify, the better people will perform. People can not understand and keep track of a long complicated set of initiatives. So you have to distill it down to one, two, or three things and use a framework they can repeat, they can repeat without thinking about, they can repeat to their friends, they can repeat at night.
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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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The next thing you do is allocate resources.
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If the Martians took over eBay it would take 6 months for the world to notice.
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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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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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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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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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