Keith rabois

 Among many important things that Peter (Thiel) taught me at PayPal is: You've got to get your most talented people working on the most important problems, regardless of what it does to your organization chart.”

A Simple System For Nurturing Talent

On the surface, Rabois' philosophy for nurturing top talent is simple. He gives them more and more responsibility until they either reach a point of failure or are capable of running the company.

It's an approach he learned from David Sacks, cofounder of Craft Ventures. “With every single employee, to your newest intern, you start with a very narrow scope of responsibilities,” Rabois says. “You prove their ability to discharge that, and then you constantly expand the range and difficulty of the challenges you give them.”

Coachability is the main thing to grow internal team's output

 https://www.youtube.com/watch?v=aIAbNeqn9K8https://www.youtube.com/watch?v=aIAbNeqn9K8

LIfe is simple

 Half of the battle is won by showing up,

other half is won by following powerlaw in Everything

Friday points

We sell certainty - what you produce as an output matters, not your degree, not your gender, not your social status, not your background - nothing matters other than output ......

performance tracking TL/csm

why are tasks and key results not updated after meeting with CSM

why are tasks shared without dates....

5000000 lacs asset giving 10k per month

 I am residing in rented accommodation.

The value of the house is 5000000, I have been paying 10,000 for the last 6 years.

There are many customers in my company who pay us near about 10000 per month. 

I think I should rewire my understanding and give them importance equivalent to an asset that is worth 50 lacs.

I think I should drill this down to everyone on the team..... so that they could see the value of each customer.

I hate uncertainty

 I hate those people or things as well because of which uncertainty is increased in my life.

There is nothing more destructive in my life than my brain trying to fight uncertainty.

If I have worked hard to create certainty in a particular endeavor and we have gained some certainty as well, if there will be uncertainty due to people or system - I just can't accept it.

It is better to remove the person or entity from your surrounding than to try to inculcate the certainty habit in it.

Rent your thoughts

 In my current business, customers are renting our thoughts for the long run and pay us to keep renting them every week.

The day our thoughts will not be useful for them, they will stop renting them. I am putting it politely, they will kick our thoughts from their lives and get other people's thoughts that they seem to be suitable for their growth.

It is, as it should be. If our thoughts are of no use to them - we will be dead sooner than we reaslise.

No once cares

Nobody owes you and me anything

We are able to rent out our thoughts and charge for the same - because our thoughts make money for them.

Keep reinventing every day, keep learning every day - so that customers will keep renting your thought and be happy about it.

Money is just a by-product for the renting of thoughts - the day it will end, money flow will end.

Keep growing software and keep amplifying your ability to be of use to your customers, so that they will come to rent your thoughts even more.

Software is nothing but crystalization of your thoughts.

The software helps people see the world according to your understanding and thoughts.

Software is scalable, repeatable, indestructible, and eternally evolving with you.

Your goal is to keep it useful for customers.