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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
Scope
Breaks
Employee
Single
Responsibility
Break
Actually
Responsibilities
Every
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More quotes by Keith Rabois
Delegate completely. Let people make mistakes and learn.
Keith Rabois
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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Where there are low consequences and you have very low confidence in your own opinion, you should absolutely delegate.
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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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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 kinda want to look for the anomalies. You don't actually want to look for the expected behaviour.
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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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The real thing you do is you ask a lot of questions.
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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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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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The most important job of an editor is simplify, simplify simplify, and that usually means omitting things.
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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 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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Force yourself to simplify every initiative, every product, every marketing, everything you do.
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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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Basically this is what you want - a high performance machine that idiots can run.
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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.
Keith Rabois
