by Andy Grove
9/10
Key Ideas:
Everything can be modelled as a repeatable production process, and improved.
People’s time is highly valuable so all meetings should be purposeful and well-executed.
Training is the highest leverage activity a manager can do to increase the output of an organization.
Other interesting notes:
When an employee quits, it’s the manager’s fault.
Focus on vital, measurable indicators of output. Avoid measures of activity, subjective measures and unquantifiable measures.
Managers “leverage” their time by spending small amounts to have large impact through three activities: 1) information gathering, 2) decision making, 3) “nudging” others.
Decisions: What decision is needed? By when? Who should be consulted? Who decides? Who ratifies or vetoes? Who needs to be informed?
Manage teams by setting expectations and cultural values.
To increase motivation, understand an individual’s highest level needs, whether it’s increasing competence or achievement, and preferred measure, whether compared to others or objective benchmarks. Then, like a coach motivating athletes, “shape the field” to create the motivation to grow team members to the limit of their abilities.
Don’t micromanage if the employee has high task-relevant experience.
Use performance reviews to improve performance.
Recycle high achievers who are over-promoted.
Thoughts on the book:
Great practical guide for managers.
Longer summary/notes: IT, TD, AN
If you like this, you’ll probably like: Work rules!, It doesn’t have to be crazy at work, Linchpin, Coaching habit, books
Leo :) 