Learnings from Keith Rabois: Evaluating and Managing Executives

written by Matt Lanter, Keith’s chief of staff

written by Matt Lanter, Keith’s chief of staff Imagine you’re the CEO and you’re looking to hire your first General Counsel but have never worked with a lawyer before. In part one, we looked at how to hire an executive, such as your General Counsel, when you have no expertise in their domain area. In this part, we’ll look at how you manage and evaluate that executive once you’ve hired them. This helps you evaluate whether they’re doing an okay, good or great job, as well as coach them to improve. Managing The good news is regardless of function, the framework is similar, which starts by…

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