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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
Actually
Ascribes
Comes
Shove
People
Adhere
Transparency
Push
Everybody
Talk
Goal

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Where there are low consequences and you have very low confidence in your own opinion, you should absolutely delegate.
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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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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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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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Your goal over time is to use less red ink every day.
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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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Basically this is what you want - a high performance machine that idiots can run.
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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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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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Any executive, any CEO should not have 1 management style. Your management style needs to be dictated by your employee.
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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.
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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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The real thing you do is you ask a lot of questions.
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Possibly the most important thing you do is actually edit the team.
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Delegate completely. Let people make mistakes and learn.
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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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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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Force yourself to simplify every initiative, every product, every marketing, everything you do.
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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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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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