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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.

Keith Rabois

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Keith Rabois
Age: 55
Born: 1969
Born: March 17
Businessperson
Executive Management
Investor
Edison Township
Usually
Actually
Less
Done
Sometimes
Much
Hire
Engineers

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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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Delegate completely. Let people make mistakes and learn.
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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 real thing you do is you ask a lot of questions.
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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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If the Martians took over eBay it would take 6 months for the world to notice.
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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 job of an editor is to ensure a consistent voice.
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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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Your goal over time is to use less red ink every day.
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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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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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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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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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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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The most important job of an editor is simplify, simplify simplify, and that usually means omitting things.
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Possibly the most important thing you do is actually edit the team.
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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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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.
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