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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
Talk
Goal
Actually
Ascribes
Comes
Shove
People
Adhere
Transparency
Push
Everybody

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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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If the Martians took over eBay it would take 6 months for the world to notice.
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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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The next thing you do is allocate resources.
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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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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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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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You should have a 1-on-1 roughly every 2 weeks.
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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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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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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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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.
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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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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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The job of an editor is to ensure a consistent voice.
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I'd actually argue forging a company is far more harder than forging a product
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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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Possibly the most important thing you do is actually edit the team.
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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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