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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
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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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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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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You should have a 1-on-1 roughly every 2 weeks.
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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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The agenda should be crafted by the employee who reports to the manager not the manager.
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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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The real thing you do is you ask a lot of questions.
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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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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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If the Martians took over eBay it would take 6 months for the world to notice.
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Your goal over time is to use less red ink every day.
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Basically this is what you want - a high performance machine that idiots can run.
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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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I'd actually argue forging a company is far more harder than forging a product
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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.
Keith Rabois
The next thing you do is allocate resources.
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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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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.
Keith Rabois
