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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.

Keith Rabois

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Keith Rabois
Age: 55
Born: 1969
Born: March 17
Businessperson
Executive Management
Investor
Edison Township
People
Adhere
Transparency
Push
Everybody
Talk
Goal
Actually
Ascribes
Comes
Shove

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 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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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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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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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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The agenda should be crafted by the employee who reports to the manager not the manager.
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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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The most important job of an editor is simplify, simplify simplify, and that usually means omitting things.
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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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The real thing you do is you ask a lot of questions.
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You want to start with the objective of everything should feel exactly the same.
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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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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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Your goal over time is to use less red ink every day.
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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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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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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.
Keith Rabois
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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.
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