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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.

Keith Rabois

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Keith Rabois
Age: 55
Born: 1969
Born: March 17
Businessperson
Executive Management
Investor
Edison Township
Without
Need
Needs
Ultimately
Believe
Build
Lead
Example
Effort
Company

More quotes by Keith Rabois

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The next thing you do is allocate resources.
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.
Keith Rabois
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The real thing you do is you ask a lot of questions.
Keith Rabois
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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.
Keith Rabois
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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.
Keith Rabois
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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.
Keith Rabois
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The job of an editor is to ensure a consistent voice.
Keith Rabois
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The agenda should be crafted by the employee who reports to the manager not the manager.
Keith Rabois
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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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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.
Keith Rabois
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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.
Keith Rabois
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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.
Keith Rabois
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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.
Keith Rabois
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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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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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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.
Keith Rabois
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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.
Keith Rabois
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I'd actually argue forging a company is far more harder than forging a product
Keith Rabois
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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.
Keith Rabois
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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.
Keith Rabois