Quote

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
Would
Enable
People
Decisions
Tools
Level
Levels
Create
Decision
Ideally
Make
Fidelity

More quotes by Keith Rabois

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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.
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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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Delegate completely. Let people make mistakes and learn.
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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 should have a 1-on-1 roughly every 2 weeks.
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If the Martians took over eBay it would take 6 months for the world to notice.
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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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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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Force yourself to simplify every initiative, every product, every marketing, everything you do.
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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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Any executive, any CEO should not have 1 management style. Your management style needs to be dictated by your employee.
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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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I'd actually argue forging a company is far more harder than forging a product
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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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The next thing you do is allocate resources.
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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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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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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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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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The job of an editor is to ensure a consistent voice.
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