Keith Rabois Quotes - Page 2

Quotes about:

• 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

  Believe, Opportunity, People

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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

  Believe, Effort, Example

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• You want to start with the objective of everything should feel exactly the same.

  Keith Rabois

  Want, Should, Feels

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• 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

  Real, People, Details

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• 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

  Want, Scales, Company

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• The way you scale that is you create notes for every meeting and send it to the entire company.

  Keith Rabois

  Way, Notes, Scales

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• The people that work with you should generally come up with their own initiatives.

  Keith Rabois

  People, Initiative, Should

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• The next thing you do is allocate resources.

  Keith Rabois

  Next, Resources

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• Your goal over time is to use less red ink every day.

  Keith Rabois

  Goal, Ink, Use

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• Barrels are very difficult to find. But when you have them, give them lots of equity. Promote them, take them to dinner every week, because they are virtually irreplaceable because they are also very culturally specific. So a barrel at one company may not be a barrel at another company. One of the ways, the definition of a barrel is, they can take an idea from conception and take it all the way to shipping and bring people with them.

  Keith Rabois

  Ideas, People, Giving

  "Lecture 2: Ideas, Products, Teams and Execution Part II". "How to Start a Startup" lecture, Stanford, genius.com. September 25, 2014.

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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.

  Keith Rabois

  Responsibility, Want, Break

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• You generally know when someone asks you to do something- am I more writing, or am I more editing? The editor is the best metaphor for your job.

  Keith Rabois

  Jobs, Writing, Editing

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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

  Everyday, Firsts, Problem

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• Basically this is what you want - a high performance machine that idiots can run.

  Keith Rabois

  Running, Want, Machines

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• There are three things you need to do as a CEO-founder. Think strategically, drive design, and drive technology. Some people who are really good at one can build a pretty foundational company. Most people who are very successful are good at two. But Jack is the only person in the Valley I've met who's all three. He's a first-rate strategist, a first-rate designer, and a first-rate technologist.

  Keith Rabois

  Successful, Technology, Thinking

  "The Many Sides of Jack Dorsey" by Steven Levy, www.wired.com. June 22, 2012.

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• The companies I have traditionally seen do best over the long term had lead investors for their seed rounds

  Keith Rabois

  Long, Term, Company

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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

  Metrics, Used, Persons

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• The agenda should be crafted by the employee who reports to the manager not the manager.

  Keith Rabois

  Agendas, Should, Employee

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• You should have a 1-on-1 roughly every 2 weeks.

  Keith Rabois

  Should Have, Week, Should

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• You need to simplify the value proposition in the company's metrics for success on a whiteboard.

  Keith Rabois

  Needs, Metrics, Simplify

  "Lecture 14: How to Operate". Keith Rabois' "How To Start a Startup" lecture to the class at Stanford University in Stanford, California, genius.com. November 6, 2014.

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• The construct of a dashboard, first of all should be drafted by the founder.

  Keith Rabois

  Dashboards, Firsts, Should

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• Possibly the most important thing you do is actually edit the team.

  Keith Rabois

  Team, Important, Important Things

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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

  Done, Sometimes, Engineers

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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

  Opinion, Lows, Should

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• 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

  Office Space, Believe, People

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