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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
Everybody
Company
Going
Invited
Every
Meeting
Scales
Meetings
Gonna
Single

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Possibly the most important thing you do is actually edit the team.
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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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The people that work with you should generally come up with their own initiatives.
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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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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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The most important job of an editor is simplify, simplify simplify, and that usually means omitting things.
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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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Your goal over time is to use less red ink every day.
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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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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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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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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 agenda should be crafted by the employee who reports to the manager not the manager.
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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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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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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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What you actually want to do with every single employee, every single day is expand the scope of their responsibilities until it breaks.
Keith Rabois
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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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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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The next thing you do is allocate resources.
Keith Rabois