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Possibly the most important thing you do is actually edit the team.

Keith Rabois

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Keith Rabois
Age: 55
Born: 1969
Born: March 17
Businessperson
Executive Management
Investor
Edison Township
Team
Actually
Important
Thing
Edit
Edits
Possibly

More quotes by Keith Rabois

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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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Force yourself to simplify every initiative, every product, every marketing, everything you do.
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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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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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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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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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If the Martians took over eBay it would take 6 months for the world to notice.
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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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The people that work with you should generally come up with their own initiatives.
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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 next thing you do is allocate resources.
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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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The job of an editor is to ensure a consistent voice.
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You want to start with the objective of everything should feel exactly the same.
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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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Any executive, any CEO should not have 1 management style. Your management style needs to be dictated by your employee.
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Your goal over time is to use less red ink every day.
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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.
Keith Rabois