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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.

Keith Rabois

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Keith Rabois
Age: 55
Born: 1969
Born: March 17
Businessperson
Executive Management
Investor
Edison Township
Single
Everybody
Company
Going
Invited
Every
Meeting
Scales
Meetings
Gonna

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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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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 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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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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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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Delegate completely. Let people make mistakes and learn.
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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 easy to shortcut when you get busy explaining the why's of the world, but it's very important to try.
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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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The people that work with you should generally come up with their own initiatives.
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Your goal over time is to use less red ink every day.
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You should have a 1-on-1 roughly every 2 weeks.
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Force yourself to simplify every initiative, every product, every marketing, everything you do.
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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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If the Martians took over eBay it would take 6 months for the world to notice.
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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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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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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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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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