High Output Management is a timeless classic on leadership.
It’s been recommended countless times, but you still haven’t read it.
22 insights to pretend like you did:
It’s been recommended countless times, but you still haven’t read it.
22 insights to pretend like you did:
If you don’t know where you’re going, any road will get you there.
My day always ends when I’m tired and ready to go home..
..not when I’m done.
I am never done.
..not when I’m done.
I am never done.
The output of a manager,
..is the output of the organizational units under her influence.
..is the output of the organizational units under her influence.
All you can do to improve the output of an employee..
..is motivate and train.
There is nothing else.
..is motivate and train.
There is nothing else.
The person either can’t do it,
..or won’t do it.
To determine which, we can employ a simple mental test:
If the person’s life depended on doing the work, could he do it?
If the answer is yes, that person is not motivated.
If the answer is no, he is not capable.
..or won’t do it.
To determine which, we can employ a simple mental test:
If the person’s life depended on doing the work, could he do it?
If the answer is yes, that person is not motivated.
If the answer is no, he is not capable.
A poor performer has a tendency to ignore his problem.
Remember too that your time is your one finite resource,
..and when you say “yes” to one thing;
You are inevitably saying “no” to another.
..and when you say “yes” to one thing;
You are inevitably saying “no” to another.
Reports are more a medium of self-discipline,
..than a way to communicate information.
Writing the report is important..
..reading it is often not.
..than a way to communicate information.
Writing the report is important..
..reading it is often not.
You need to plan the way a fire department plans.
It cannot anticipate where the next fire will be,
..so it has to shape an energetic and efficient team;
That is capable of responding to the unanticipated,
..as well as to any ordinary event.
It cannot anticipate where the next fire will be,
..so it has to shape an energetic and efficient team;
That is capable of responding to the unanticipated,
..as well as to any ordinary event.
CEO’s always act on leading indicators of good news..
..but only act on lagging indicators of bad news.
..but only act on lagging indicators of bad news.
Delegation without follow through is abdication.
Our behavior in a work environment can be controlled by...
3 invisible and pervasive means:
• Cultural values
• Free-market forces
• Contractual obligations
3 invisible and pervasive means:
• Cultural values
• Free-market forces
• Contractual obligations
2x2 Behavior Matrix
1. Individual motivation
2. Complexity-Uncertainty-Ambiguity
It is the task of managers,
..to identify which mode of control is most appropriate.
1. Individual motivation
2. Complexity-Uncertainty-Ambiguity
It is the task of managers,
..to identify which mode of control is most appropriate.
If we are to create and maintain a high degree of motivation,
..we must keep some needs unsatisfied at all times.
..we must keep some needs unsatisfied at all times.
Once someone’s source of motivation is self-actualization..
..his drive to perform has no limit.
..his drive to perform has no limit.
You cannot stay in the self-actualized mode,
..if you’re always worried about failure.
..if you’re always worried about failure.
3 Keys to Delivering a Review:
• Level
• Listen
• Leave Yourself Out
• Level
• Listen
• Leave Yourself Out
Grove’s Law
All large organizations with a common business purpose,
..end up in a hybrid organizational format.
All large organizations with a common business purpose,
..end up in a hybrid organizational format.
In the end self-confidence mostly comes from a gut-level realization..
..that nobody has ever died from making a wrong business decision;
..or taking inappropriate action, or being overruled.
And everyone in your operation should be made to understand this.
..that nobody has ever died from making a wrong business decision;
..or taking inappropriate action, or being overruled.
And everyone in your operation should be made to understand this.
When the need to stretch is not spontaneous,
..management needs to create an environment to foster it.
..management needs to create an environment to foster it.
If we want to cultivate achievement-driven motivation,
..we need to create an environment that values and emphasizes output.
..we need to create an environment that values and emphasizes output.
If you found this helpful, follow me @jbonhotal
I share insights on human performance, coaching, and leadership.
Oh, and a book curation every weekend:
I share insights on human performance, coaching, and leadership.
Oh, and a book curation every weekend:
The classics are timeless for a reason and this one is no exception.
Originally published in 1983, Andy Grove’s book is just as relevant today.
You should give it a read:
amazon.com
Originally published in 1983, Andy Grove’s book is just as relevant today.
You should give it a read:
amazon.com
Without rigor, the staffing of administrative units would always be left at its highest level.
And, given Parkinson’s famous law;
People would find ways to let whatever they’re doing..
..fill the time available for its completion.
And, given Parkinson’s famous law;
People would find ways to let whatever they’re doing..
..fill the time available for its completion.
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