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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.

Keith Rabois

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Keith Rabois
Age: 55
Born: 1969
Born: March 17
Businessperson
Executive Management
Investor
Edison Township
Make
Fidelity
Would
Enable
People
Decisions
Tools
Level
Levels
Create
Decision
Ideally

More quotes by Keith Rabois

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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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Your goal over time is to use less red ink every day.
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The real thing you do is you ask a lot of questions.
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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 people that work with you should generally come up with their own initiatives.
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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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You want to start with the objective of everything should feel exactly the same.
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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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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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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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The next thing you do is allocate resources.
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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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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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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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Possibly the most important thing you do is actually edit the team.
Keith Rabois
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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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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
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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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Usually when you hire more engineers, you actually don't get that much more done, you actually sometimes get less done.
Keith Rabois