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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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Keith Rabois
Age: 55
Born: 1969
Born: March 17
Businessperson
Executive Management
Investor
Edison Township
Reports
Managers
Crafted
Manager
Agenda
Agendas
Employee

More quotes by 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.
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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.
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Any executive, any CEO should not have 1 management style. Your management style needs to be dictated by your employee.
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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.
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Your goal over time is to use less red ink every day.
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If the Martians took over eBay it would take 6 months for the world to notice.
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You should have a 1-on-1 roughly every 2 weeks.
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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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The most important job of an editor is simplify, simplify simplify, and that usually means omitting things.
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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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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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Force yourself to simplify every initiative, every product, every marketing, everything you do.
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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.
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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.
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The next thing you do is allocate resources.
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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.
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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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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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I'd actually argue forging a company is far more harder than forging a product
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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.
Keith Rabois