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

More quotes by Keith Rabois

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The job of an editor is to ensure a consistent voice.
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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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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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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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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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You should have a 1-on-1 roughly every 2 weeks.
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Delegate completely. Let people make mistakes and learn.
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You want to start with the objective of everything should feel exactly the same.
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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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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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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.
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The next thing you do is allocate resources.
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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.
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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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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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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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I'd actually argue forging a company is far more harder than forging a product
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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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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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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