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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.
Keith Rabois
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Keith Rabois
Age: 55
Born: 1969
Born: March 17
Businessperson
Executive Management
Investor
Edison Township
Impact
Problems
Instead
Company
High
Difficult
Roughly
Problem
Speaking
People
Solve
More quotes by Keith Rabois
The most important job of an editor is simplify, simplify simplify, and that usually means omitting things.
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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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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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The agenda should be crafted by the employee who reports to the manager not the manager.
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If the Martians took over eBay it would take 6 months for the world to notice.
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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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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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You should have a 1-on-1 roughly every 2 weeks.
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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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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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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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You kinda want to look for the anomalies. You don't actually want to look for the expected behaviour.
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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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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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The people that work with you should generally come up with their own initiatives.
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The next thing you do is allocate resources.
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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.
Keith Rabois
It's easy to shortcut when you get busy explaining the why's of the world, but it's very important to try.
Keith Rabois
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
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.
Keith Rabois
