Keith Rabois Quotes and Sayings - Page 1
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“The team you build is the company you build.”
-- Keith Rabois -
“Any executive, any CEO should not have 1 management style. Your management style needs to be dictated by your employee.”
-- 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.”
-- Keith Rabois -
“The key to culture is it's a framework for making decisions. And if it's baked into your culture, people learn how to make decisions across that culture without you ever saying anything. You never have to really do anything except watch and promote and move people around.”
-- Keith Rabois -
“You really need to spend a lot of your time focussing people.”
-- Keith Rabois -
“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 -
“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 -
“Delegate completely. Let people make mistakes and learn.”
-- Keith Rabois -
“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 -
“The key metric of whether you've succeeded is what fraction of your employees use that dashboard everyday.”
-- Keith Rabois -
“Build a company that idiots could run because eventually they will.”
-- 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 -
“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 -
“Create tools that enable people to make decisions at the same level, ideally, of fidelity that that you would make them yourself.”
-- 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 -
“You kinda want to look for the anomalies. You don't actually want to look for the expected behaviour.”
-- 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 -
“Every good startup is a cult. And it's really hard to create a cult if you are sharing space with people. Because a cult means you think you are better than every other startup, you have a special way of doing things that's better than anyone else in the world.”
-- Keith Rabois -
“Force yourself to simplify every initiative, every product, every marketing, everything you do.”
-- Keith Rabois -
“The most important job of an editor is simplify, simplify simplify, and that usually means omitting things.”
-- Keith Rabois -
“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 -
“I'd actually argue forging a company is far more harder than forging a product”
-- 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 -
“The real thing you do is you ask a lot of questions.”
-- 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 -
“The office environment that people live in and work in, dictates your culture and how people make decisions.”
-- Keith Rabois -
“Most people would agree that the details matter when it faces the user. But where the real debate is on things that don't face the user.”
-- Keith Rabois -
“You want to start with the objective of everything should feel exactly the same.”
-- Keith Rabois
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