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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
Edit
Edits
Possibly
Team
Actually
Important
Thing

More quotes by Keith Rabois

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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.
Keith Rabois
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The real thing you do is you ask a lot of questions.
Keith Rabois
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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.
Keith Rabois
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Your goal over time is to use less red ink every day.
Keith Rabois
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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.
Keith Rabois
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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.
Keith Rabois
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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.
Keith Rabois
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The people that work with you should generally come up with their own initiatives.
Keith Rabois
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If the Martians took over eBay it would take 6 months for the world to notice.
Keith Rabois
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Delegate completely. Let people make mistakes and learn.
Keith Rabois
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You kinda want to look for the anomalies. You don't actually want to look for the expected behaviour.
Keith Rabois
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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.
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.
Keith Rabois
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Most people will solve the problems they know how to solve. Roughly speaking they will solve B+ problems instead of A+ problems. A+ problems are high impact problems for your company but they're difficult problems.
Keith Rabois
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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.
Keith Rabois
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You want to start with the objective of everything should feel exactly the same.
Keith Rabois
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You should have a 1-on-1 roughly every 2 weeks.
Keith Rabois
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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.
Keith Rabois
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The next thing you do is allocate resources.
Keith Rabois
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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.
Keith Rabois