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

Keith Rabois

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

More quotes by 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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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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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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You want to start with the objective of everything should feel exactly the same.
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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So that's your job too, to clarify and simplify for everybody on your team. The more you simplify the better people will perform.
Keith Rabois
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The real thing you do is you ask a lot of questions.
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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I'd actually argue forging a company is far more harder than forging a product
Keith Rabois
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Any executive, any CEO should not have 1 management style. Your management style needs to be dictated by your employee.
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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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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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
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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
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Basically this is what you want - a high performance machine that idiots can run.
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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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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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
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The job of an editor is to ensure a consistent voice.
Keith Rabois