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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.
Keith Rabois
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Keith Rabois
Age: 55
Born: 1969
Born: March 17
Businessperson
Executive Management
Investor
Edison Township
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Tables
Office
Problems
Middle
Psychologist
Tell
Venture
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More quotes by Keith Rabois
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.
Keith Rabois
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.
Keith Rabois
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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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
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.
Keith Rabois
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.
Keith Rabois
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
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.
Keith Rabois
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
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.
Keith Rabois
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.
Keith Rabois
The most important job of an editor is simplify, simplify simplify, and that usually means omitting things.
Keith Rabois
Force yourself to simplify every initiative, every product, every marketing, everything you do.
Keith Rabois
Any executive, any CEO should not have 1 management style. Your management style needs to be dictated by your employee.
Keith Rabois
You kinda want to look for the anomalies. You don't actually want to look for the expected behaviour.
Keith Rabois
Basically this is what you want - a high performance machine that idiots can run.
Keith Rabois
Your goal over time is to use less red ink every day.
Keith Rabois
Ultimately, I don't believe that you can build a company without a lot of effort, and that you need to lead by example.
Keith Rabois
It's easy to shortcut when you get busy explaining the why's of the world, but it's very important to try.
Keith Rabois
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.
Keith Rabois
