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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

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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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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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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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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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Your goal over time is to use less red ink every day.
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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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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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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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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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The people that work with you should generally come up with their own initiatives.
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Basically this is what you want - a high performance machine that idiots can run.
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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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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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I'd actually argue forging a company is far more harder than forging a product
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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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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 real thing you do is you ask a lot of questions.
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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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The most important job of an editor is simplify, simplify simplify, and that usually means omitting things.
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