Lecture 14 - How to Operate (Keith Rabois)
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- Опубліковано 5 лис 2014
- Lecture Transcript: tech.genius.com/Keith-rabois-l...
What should the CEO be doing on a day to day basis? How do you make sure the company is moving in the right direction?
Keith Rabois, Partner at Khosla Ventures and former COO of Square, tackles the nitty gritty - How to Operate. Lots of actionable takeaways from this lecture!
See the slides and readings at startupclass.samaltman.com/courses/lec14/
Discuss this lecture: startupclass.co/courses/how-t...
This video is under Creative Commons license: creativecommons.org/licenses/b...
There are 2 surprising things in these lectures:
1. Sam always has some question to ask. Shows his dedication to the course as well as his focus in that very class. Commendable!!
2. All the presenters have watched previous lectures of the course. I've noticed presenter referencing previous lectures in nearly every single lecture. All these guys are BIGshots and they are dedicated enough to watch previous lectures to see what was covered and who told what. Commendable!!
And the most important thing they doing this with love, for free to help you and me and anyone else, so they all deserve our respect and appreciation.
Omer Abashar Thank you for bringing this to peoples attention. A lot of people hate on the big shots... When they are the most giving and hard working people, especially compared to a lot of extremists who just blindly hate :/
+christiaan kruger very true guys...these guys have been of great great help
100%. what a great series! amazing for even older founders like myself.
@@ctwolfyes they work hard but billionaires don't work 100000 times harder than the average employee
This video has the highest density of content of all of these lectures so far. Like every 1 minute interval this guy is expressing some lesson that you can tell is backed up by years of emotional anchors. Very, very good.
I made 7 pages of notes... when the average is 2 or 3
@@sbIvanov can you share your notes . It will be a god send material for my kind of dumbasses .
Who is here after 20VC podcast where Eric gave this vid a shoutout?
Despite the "boring" lecture title... this is pure gold. Sad that only 87k have watched this.
Amazing insight and the content is your precious. First time in a while that I truly watch a video full screen, earphones and total attention into it. Worth the time. Thanks!
This is an incredibly insightful and useful lecture. Most lectures talk about early stage challenges (which, to be fair, are the most common problems that startups have), but once you get beyond 5 people, the content in this lecture will probably more directly affect your company's success than any other lecture.
Yeah, this guy is so much better then the other speakers!
Watch this many times but I still keep it in my watch later list...Great!!!
Absolutely incredible, thanks Keith!
Outstanding lecture
This is one of the best talks in the series.
This is enormously relevant with what I'm struggling with right now. Thanks so much for the advice, Keith.
+Elana Reinholtz May I ask what you're working on even though this is a year ago?
Still excellent today. Thanks to all, and especially to Keith for the incredible stream of insight.
Thanks Keith, Sam, Stanford and Y Combinator for this video.
Awesome lecture!
(forging a company after forging a product)
-even idiots should be able to run it
a manager’s output 1:50
2:30 triaging
3:20 editing
clarify, simplify 4:00
excuse of complexity 4:30
6:20 allocate resources
goal: minimise red ink 7:20
7:45 (4) consistent voice
~language-product fit-internal
9:05 (5) delegation
task relevant maturity 10:00
conviction vs consequence 11:15
(inner squares eg)
(Qs)
32:39 how to make compensation transparent?
33:00 what other details employees care about?
startup? 34:15
35:15 how to get street cred for a manager?
39:19
43:35
Wow great lecture, love it, thanks Stanford for this amazing series
Those lectures are valuable. I love it. A lot of informations
Love the barrel concept !
This is pure gold.
He is a very good observer🙏
This is brilliant and a good use of time
17:47 That insight blew my mind!
That delegation framework, very much appreciated.
Loved that, too. I'd maybe add a third dimension, complex vs. complicated. If complicated, get more info (whoever does the task based on the other matrix), if complex, make little small experiments.
this is so fascinating, thank you :)
nonstop information! =D
this is amazing
Can someone tell me why it's important to have a consistent voice across your content? What if you're like buzzfeed, businessinsiders?
Psych2Go because it's how you develop brand identity. If every piece of content had a different voice, you would struggle to get your customers, and teammates to identify with what makes you uniquely you. That brand clarity can ultimately be leveraged to capture value.
Omg she was here
@@contentwithkarthik
That's crazy.
So random that Psych2go was here lmao
Pure Gold
9:52 for shifting leader styles you can use Kolbe conative test to identify their style of doing things so you can adjust as needed.
Thank You Keith, very much useful to us entrepreneurs. What was the book you mentioned in the session?!
The book is
The Score Takes Care of Itself: My Philosophy of Leadership - www.amazon.com/The-Score-Takes-Care-Itself-ebook/dp/product-description/B002G54Y04
+Haris Custo do you know what the first book is? The one by "eddy grove"?
+cpennisi5 www.amazon.com/High-Output-Management-Andrew-Grove/dp/0679762884
Keith Rabois How do you feel about remote companies like ***** in terms of culture & operations?
Nice.
I have hit gold online!
good
Output focused Designer (CEO)
how does "x / y" equation work? and what does 'output' mean? Thanks.
The equation as such not sure if it makes sense.
At 41:35 he's talking about how the natural tendency as a manager, is to increase the number of people under you, so that you look more important. In the equation, he asking to correct this tendency by measuring the performance of the manager by dividing output by number of people under the manager. So managers would want to keep only minimum people with maximum output under them. They would increase count only very carefully.
So I guess the equation should actually be:
X = Output/Y
where
X: performance of manager
Output: Metric used to measure number of things done right
Y: number of people in the team
@@AswinKumar9 If a manager has 8 ppl in his team, and another 6, you have to compare not their total performance (output), but their average performance per employee (you can replace employee by other ressources as adequate). To get the average you divide the performance by the number of "ressources"(here team member) by 6 or 8 respectively.
The goal is to not have the people with the larger team always win, and acknowledge small business unites / teams with great performance
I checked thrice whether I am watching this video at 2x or normal speed. 😂
Convert cars to electric already! My website has that
16:14
Wish I'd heard this guy ten years ago
ua-cam.com/video/6fQHLK1aIBs/v-deo.htmlsi=rx394b24LSg7pQHO&t=2731
Can someone expand on this part and give examples.
I don't quite understand how we can get the cultural details right so the team can copy the thinking?
Chaptersssssss
Plebly non-operators.
to operate you need
-6094 plate carrier
-Crye multicam BDUs
-ar15 w/ magpul everything
-ability to tzone
-big scary optic
-to be american
-at least 5'10
-not a puss
You can build culture without an office
Yeah it's possible
Culture is not just meet and hi/ hello
It's beyond of this stuff that's why you don't require office 😊
He talks so fast as if he is on coke =)