Quote

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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Keith Rabois
Age: 55
Born: 1969
Born: March 17
Businessperson
Executive Management
Investor
Edison Township
Long
Understand
Framework
Things
Use
Initiative
Thinking
Keep
Repeat
People
Night
Repeats
Three
Perform
Two
Track
Distill
Better
Complicated
Initiatives
Without
Friends
Simplify

More quotes by 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.
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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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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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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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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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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.
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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.
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Force yourself to simplify every initiative, every product, every marketing, everything you do.
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The people that work with you should generally come up with their own initiatives.
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Possibly the most important thing you do is actually edit the team.
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The job of an editor is to ensure a consistent voice.
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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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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.
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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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You generally know when someone asks you to do something- am I more writing, or am I more editing? The editor is the best metaphor for your job.
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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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You should have a 1-on-1 roughly every 2 weeks.
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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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Any executive, any CEO should not have 1 management style. Your management style needs to be dictated by your employee.
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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.
Keith Rabois