Quote

You should have a 1-on-1 roughly every 2 weeks.

Keith Rabois

Change background

T
T
T

Change font

TAGS & TOPICS

Keith Rabois
Age: 55
Born: 1969
Born: March 17
Businessperson
Executive Management
Investor
Edison Township
Roughly
Weeks
Week
Every

More quotes by Keith Rabois

Image
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.
Keith Rabois
Image
Basically this is what you want - a high performance machine that idiots can run.
Keith Rabois
Image
Create tools that enable people to make decisions at the same level, ideally, of fidelity that that you would make them yourself.
Keith Rabois
Image
Any executive, any CEO should not have 1 management style. Your management style needs to be dictated by your employee.
Keith Rabois
Image
The job of an editor is to ensure a consistent voice.
Keith Rabois
Image
You want to start with the objective of everything should feel exactly the same.
Keith Rabois
Image
The real thing you do is you ask a lot of questions.
Keith Rabois
Image
The agenda should be crafted by the employee who reports to the manager not the manager.
Keith Rabois
Image
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
Image
The next thing you do is allocate resources.
Keith Rabois
Image
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.
Keith Rabois
Image
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
Image
Delegate completely. Let people make mistakes and learn.
Keith Rabois
Image
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
Image
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.
Keith Rabois
Image
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
Image
Possibly the most important thing you do is actually edit the team.
Keith Rabois
Image
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
Image
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
Image
It's easy to shortcut when you get busy explaining the why's of the world, but it's very important to try.
Keith Rabois