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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
Make
Necessarily
Things
Business
Never
Used
Persons
Person
Better
Going
Metric
Work
Metrics

More quotes by Keith Rabois

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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
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The agenda should be crafted by the employee who reports to the manager not the manager.
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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.
Keith Rabois
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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.
Keith Rabois
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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.
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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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
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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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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.
Keith Rabois
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The people that work with you should generally come up with their own initiatives.
Keith Rabois
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If the Martians took over eBay it would take 6 months for the world to notice.
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.
Keith Rabois
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Where there are low consequences and you have very low confidence in your own opinion, you should absolutely delegate.
Keith Rabois
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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.
Keith Rabois
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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
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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.
Keith Rabois
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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.
Keith Rabois
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Possibly the most important thing you do is actually edit the team.
Keith Rabois
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You want to start with the objective of everything should feel exactly the same.
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