Finished reading High Output Management (again) this weekend. If you haven’t read this book, it’s excellent.
My notes:- a manager’s output is the output of his/her team.
- training is the job of the manager. The training process has side effect of making manager better. - spend most of your managerial time with your highest performers. - performance reviews should be regular and direct and clear to employees. good idea to write a summary ahead of time and send to employee before discussing in person. - dual reporting / matrix management is effective if done correctly. Say reporting to the local plant manager and also reporting to a “council” of technical leaders. - meetings should have a clear objective and be comprised of people of varying degrees of authority with one person chairing and making a decision. - regular one-on-one meetings should have the employee setting the agenda and sending it ahead of time. an hour is a good duration. - maximizing leverage is job #1 of every high-performing employee and manager. How can you make the least productive 30% of your job be automated and/or easier? - each employee is at a different level of need in Maslow’s hierarchy of needs. Manage to that. - KPIs are genius. What gets measured gets done.