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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
Need
Needs
Ultimately
Believe
Build
Lead
Example
Effort
Company
Without

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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 kinda want to look for the anomalies. You don't actually want to look for the expected behaviour.
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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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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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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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Delegate completely. Let people make mistakes and learn.
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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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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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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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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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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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Basically this is what you want - a high performance machine that idiots can run.
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The agenda should be crafted by the employee who reports to the manager not the manager.
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If the Martians took over eBay it would take 6 months for the world to notice.
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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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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.
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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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The next thing you do is allocate resources.
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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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