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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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The agenda should be crafted by the employee who reports to the manager not the manager.
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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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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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The most important job of an editor is simplify, simplify simplify, and that usually means omitting things.
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Basically this is what you want - a high performance machine that idiots can run.
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The people that work with you should generally come up with their own initiatives.
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You want to start with the objective of everything should feel exactly the same.
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The job of an editor is to ensure a consistent voice.
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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 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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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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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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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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Force yourself to simplify every initiative, every product, every marketing, everything you do.
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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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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.
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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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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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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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