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
Thinking
Keep
Repeat
People
Night
Repeats
Three
Perform
Two
Track
Distill
Better
Complicated
Initiatives
Without
Friends
Simplify
Long
Understand
Framework
Things
Use
Initiative

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The next thing you do is allocate resources.
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You want to start with the objective of everything should feel exactly the same.
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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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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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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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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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You should have a 1-on-1 roughly every 2 weeks.
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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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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 people that work with you should generally come up with their own initiatives.
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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.
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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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You kinda want to look for the anomalies. You don't actually want to look for the expected behaviour.
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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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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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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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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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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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Basically this is what you want - a high performance machine that idiots can run.
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