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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.

Keith Rabois

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Keith Rabois
Age: 55
Born: 1969
Born: March 17
Businessperson
Executive Management
Investor
Edison Township
Work
Metrics
Make
Necessarily
Things
Business
Never
Used
Persons
Person
Better
Going
Metric

More quotes by Keith Rabois

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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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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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Force yourself to simplify every initiative, every product, every marketing, everything you do.
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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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I'd actually argue forging a company is far more harder than forging a product
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You should have a 1-on-1 roughly every 2 weeks.
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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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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 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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The job of an editor is to ensure a consistent voice.
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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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If the Martians took over eBay it would take 6 months for the world to notice.
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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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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.
Keith Rabois
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The real thing you do is you ask a lot of questions.
Keith Rabois
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The agenda should be crafted by the employee who reports to the manager not the manager.
Keith Rabois
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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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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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Delegate completely. Let people make mistakes and learn.
Keith Rabois
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The next thing you do is allocate resources.
Keith Rabois