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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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The agenda should be crafted by the employee who reports to the manager not the manager.
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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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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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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 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 real thing you do is you ask a lot of questions.
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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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Possibly the most important thing you do is actually edit the team.
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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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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 job of an editor is to ensure a consistent voice.
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You should have a 1-on-1 roughly every 2 weeks.
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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 next thing you do is allocate resources.
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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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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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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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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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I'd actually argue forging a company is far more harder than forging a product
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Force yourself to simplify every initiative, every product, every marketing, everything you do.
Keith Rabois