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You kinda want to look for the anomalies. You don't actually want to look for the expected behaviour.

Keith Rabois

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Keith Rabois
Age: 55
Born: 1969
Born: March 17
Businessperson
Executive Management
Investor
Edison Township
Look
Looks
Anomalies
Kinda
Behaviour
Expected
Actually

More quotes by Keith Rabois

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I'd actually argue forging a company is far more harder than forging a product
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Your goal over time is to use less red ink every day.
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The agenda should be crafted by the employee who reports to the manager not the manager.
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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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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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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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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 real thing you do is you ask a lot of questions.
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Basically this is what you want - a high performance machine that idiots can run.
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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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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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If the Martians took over eBay it would take 6 months for the world to notice.
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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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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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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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The people that work with you should generally come up with their own initiatives.
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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The most important job of an editor is simplify, simplify simplify, and that usually means omitting things.
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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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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.
Keith Rabois