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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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If the Martians took over eBay it would take 6 months for the world to notice.
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
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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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The most important job of an editor is simplify, simplify simplify, and that usually means omitting things.
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 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
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Possibly the most important thing you do is actually edit the team.
Keith Rabois
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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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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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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 kinda want to look for the anomalies. You don't actually want to look for the expected behaviour.
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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Force yourself to simplify every initiative, every product, every marketing, everything you do.
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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I'd actually argue forging a company is far more harder than forging a product
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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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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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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The real thing you do is you ask a lot of questions.
Keith Rabois