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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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Keith Rabois
Age: 55
Born: 1969
Born: March 17
Businessperson
Executive Management
Investor
Edison Township
Single
Responsibility
Break
Actually
Responsibilities
Every
Expand
Scope
Breaks
Employee

More quotes by 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.
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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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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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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.
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Basically this is what you want - a high performance machine that idiots can run.
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Building a company is basically taking all the irrational people you know... Putting them in one building and then living with them 12 hrs a day at least.
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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 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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The agenda should be crafted by the employee who reports to the manager not the manager.
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Delegate completely. Let people make mistakes and learn.
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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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I'd actually argue forging a company is far more harder than forging a product
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Possibly the most important thing you do is actually edit the team.
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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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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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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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