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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

More quotes by Keith Rabois

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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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I'd actually argue forging a company is far more harder than forging a product
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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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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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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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You should have a 1-on-1 roughly every 2 weeks.
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The next thing you do is allocate resources.
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You want to start with the objective of everything should feel exactly the same.
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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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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.
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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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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.
Keith Rabois
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The real thing you do is you ask a lot of questions.
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.
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Any executive, any CEO should not have 1 management style. Your management style needs to be dictated by your employee.
Keith Rabois
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The agenda should be crafted by the employee who reports to the manager not the manager.
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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