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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
Breaks
Employee
Single
Responsibility
Break
Actually
Responsibilities
Every
Expand
Scope

More quotes by Keith Rabois

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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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The most important job of an editor is simplify, simplify simplify, and that usually means omitting things.
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The real thing you do is you ask a lot of questions.
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Force yourself to simplify every initiative, every product, every marketing, everything you do.
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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 next thing you do is allocate resources.
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Your goal over time is to use less red ink every day.
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The agenda should be crafted by the employee who reports to the manager not the manager.
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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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The people that work with you should generally come up with their own initiatives.
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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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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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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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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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Usually when you hire more engineers, you actually don't get that much more done, you actually sometimes get less done.
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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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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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You want to start with the objective of everything should feel exactly the same.
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When you start a company everything is going to feel like a mess. And it really should. If you have too much process, too much predictability, you are probably not innovating fast enough and creatively enough.
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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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