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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
Anomalies
Kinda
Behaviour
Expected
Actually
Look
Looks

More quotes by Keith Rabois

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Basically this is what you want - a high performance machine that idiots can run.
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The job of an editor is to ensure a consistent voice.
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Your goal over time is to use less red ink every day.
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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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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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Force yourself to simplify every initiative, every product, every marketing, everything you do.
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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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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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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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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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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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The agenda should be crafted by the employee who reports to the manager not the manager.
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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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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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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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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.
Keith Rabois
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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 next thing you do is allocate resources.
Keith Rabois