Why recognising talent isn’t enough if you don’t get out of the way.
The Framework: Barrels and Ammunition
In one of his more underrated insights, Keith Rabois explains that most people in a company — even the great ones — are “ammunition.” They add value, they do the work, they move things forward. But ammunition on its own doesn’t do anything.
What actually moves a company? Barrels.
Barrels are the ones who can take an idea from early concept to fully shipped product. They don’t wait to be told what to do. They see the whole board, bring others with them, and consistently deliver real progress. In Rabois’ view, the number of barrels you have determines your company’s true velocity.
Add more people, and not much changes.
Add another barrel, and everything accelerates.
Most startups start with one barrel — usually the founder. Add a second, and output doubles. Add a third, and suddenly you can do three meaningful things at once. But barrels are rare. And even when you find one, there’s still a catch:
Recognising a barrel isn’t enough. You have to let them be one.
The Hidden Failure Mode: Not Enabling the Barrel
This is where so many teams unintentionally slow themselves down.
You hire a barrel — someone with the skill, drive, and vision to move something from zero to done. And then you start clipping their wings.
Every step needs approval. Every decision needs justification. Every instinct is second-guessed in the name of process or alignment.
It’s easy to fall into, especially as a company grows and the need for structure increases. But what you end up with isn’t structure — it’s stagnation. Because instead of trusting the barrel to lead, you’re managing them like any other team member.
And that breaks the very thing that makes barrels valuable: autonomy, momentum, and strategic initiative.
I’ve seen this play out in teams where talented people spend more time explaining their plan than executing it. Where they’re forced to justify every move, even after proving their outcomes. Where they start to lose belief in the system around them — because the system doesn’t seem to believe in them.
What Makes a Barrel Work?
Barrels aren’t magic. They’re people who thrive when they’re trusted, aligned, and unblocked. You don’t manage them by checking in daily — you manage them by staying close to the goal and clearing the path.
They need:
- Context, not instruction
- Vision, not micromanagement
- Partnership, not control
Barrels tend to think ahead. They see what needs to be done today — and what needs to be true three months from now. If you’re constantly pulling them back into justification or granular reporting, they can’t keep that bigger picture in view.
They still need feedback. They still need structure. But the relationship is built on mutual respect and clarity, not command-and-control.
I’ve Been One. I’ve Managed Them.
In my own career, I’ve had the chance to be a barrel — driving initiatives end to end, often with limited direction, just a clear goal and trust to get there.
And I’ve managed other barrels. In both roles, the moments where everything clicked were always the same: alignment on the outcome, open lines of communication, and a shared belief that the work matters.
Barrels aren’t solo heroes. They’re collaborative by nature. They succeed when they have room to lead — and support to keep moving.
But when they’re boxed in? You feel it. Velocity drops. Team energy dips. That sense of forward motion evaporates.
What Founders and Execs Can Do
If you’re leading a business, here’s what I’d say:
Your job isn’t to be the smartest person in the room. It’s to create the conditions for smart people to thrive.
If you’ve got a barrel, you’ll know. They don’t need babysitting — they need backing. You don’t have to have all the answers — you just have to stay close to the goal, and give them the freedom to figure out how to get there.
And if something goes sideways? You deal with it together. Because real trust isn’t about everything going perfectly. It’s about knowing that when it doesn’t, you can handle it — without defaulting to control.
The best leaders I’ve worked with don’t just identify their top performers — they empower them. They align, check in meaningfully, and then step back. That kind of leadership scales. That’s how velocity builds.
Final Thought
Barrels are rare. They’re irreplaceable. And they’re often what makes the difference between a team that’s busy… and a team that’s actually making progress.
So if you’re lucky enough to have one —
Trust them. Align with them. And then, get out of their way.
Because great people can’t do great work if you’re constantly in the room.
Velocity doesn’t come from volume — it comes from freedom.
