Quote

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
Instead
Company
High
Difficult
Roughly
Problem
Speaking
People
Solve
Impact
Problems

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Possibly the most important thing you do is actually edit the team.
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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 should have a 1-on-1 roughly every 2 weeks.
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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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Basically this is what you want - a high performance machine that idiots can run.
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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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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 want to start with the objective of everything should feel exactly the same.
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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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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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The people that work with you should generally come up with their own initiatives.
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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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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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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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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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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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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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Where there are low consequences and you have very low confidence in your own opinion, you should absolutely 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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Your goal over time is to use less red ink every day.
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