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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
Actually
Less
Done
Sometimes
Much
Hire
Engineers
Usually

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Possibly the most important thing you do is actually edit the team.
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I'd actually argue forging a company is far more harder than forging a product
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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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Where there are low consequences and you have very low confidence in your own opinion, you should absolutely delegate.
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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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You kinda want to look for the anomalies. You don't actually want to look for the expected behaviour.
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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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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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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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If the Martians took over eBay it would take 6 months for the world to notice.
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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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The agenda should be crafted by the employee who reports to the manager not the manager.
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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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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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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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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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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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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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You should have a 1-on-1 roughly every 2 weeks.
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The people that work with you should generally come up with their own initiatives.
Keith Rabois