High output management。 High Output Management PDF Summary

Summary of High Output Management by Andrew S. Grove

These should occur once a week up to once every few weeks, depending on how quickly things are changing in the environment, and the task-relevant maturity of the subordinate. Do they need course correction? Consequently, their work contributes to the productivity of the entire organization and clearly has great leverage, leverage that depends, however, on when it is performed. There is no "one-size fits all" approach. ISBN10 0679762884• Managers should choose KPIs that are measurable and accurate. Let the candidate talk most of the time and just interrupt and change the subject if the conversation loses focus. Explain clearly the objectives and expected results of the task and ask this person how they would do the task to meet your expectations. " If you could play editor, what scene or scenes would you have cut from Summary of High Output Management by Andrew S. The supervisor should be active mainly to keep the discussion on track, as a leader, observer, expediter, questioner, and decision-maker. The supervisor talks about specific problems and situations to teach the subordinate his skills and know-how; the subordinate provides the supervisor with detailed information about what he is doing and what he is concerned about. Also keep the results always specific, so that it is clear what we can do and where we fail. By spending a certain amount of time in advance of the planning activities, the manager will help eliminate confusion and ambiguity over an extended period of time. Best questions to ask:• Anything less, in my experience, tends to make the subordinate confine himself to simple things that can be handled quickly. Slack in the form of inventory should be at the lowest-value stage to maximize production flexibility. In most organizations, decisions are made without an eye towards developing a process. Sign Up Training Managers must according to what they practice and must stress that learning within the organisation should be continuous. There is another reason that you and only you can fill the role of the teacher to your subordinates. New employees have high self-interest, so should be given structured jobs with low CUA; later, when he gains shared experience, he will be ready to tackle higher CUA tasks a role which tends to pay more. 4 is the biggest step; you should be okay with any outcome that includes a commitment to action, even if you don't necessarily agree it is the optimal solution. Be totally frank, make sure that you are truly heard and understood by watching the subordinate's response, and understand that the review is completely for and about your subordinate. Andy built the model for what a high quality Silicon Valley company could be. 5 out of 5 stars 3,188 The team behind How Google Works returns with management lessons from legendary coach and business executive Bill Campbell, whose mentoring of some of our most successful modern entrepreneurs has helped create well over a trillion dollars in market value. What are their operational values? — Andy Grove is a legendary leader who shares dozens of great ideas you can apply in. A very common mistake for managers is to spend too much time on meetings, connections, and forget about focusing on the outcome. One-on-One Meetings• Writing the report is important; reading it often is not. When a group of people's work is effected by an individual providing a key piece of info. In general, decisions must go through 3 stages: Free discussion with stakeholders, clear decision with a plan of action and communication of the total support of the management to the decision maker. It makes report-writing more than just a presentation of data but a medium of self-discipline. The secret is blitzscaling: a set of techniques for scaling up at a dizzying pace that blows competitors out of the water. There are six basic compliance tools: reciprocity, consistency, social proof, liking, authority, and scarcity. Make a list of things your subordinates should be trained in. Training is one of the highest leverage activities you can perform. First, an ideal coach takes no personal credit for the success of his team, and because of that, his players trust him. If you have a choice, you should delegate activities you know best — monitoring the delegated task is the only practical way to ensure a result, and it is easier to monitor something with which you are familiar. In principle, more money, more manpower, or more capital can always be made available, but our own time is the one absolutely finite resource we each have. The output of the planning process is therefore the decisions made and the actions taken as a result of the process. All three methods of control exist at different circumstances at work. Just make sure you use the time spent in them as efficiently as possible. This analogy provides a glimpse into how Grove thinks about management. As a consequence, many of them become disengaged and even quit. Values should be imparted early on, so later the subordinate can be trusted to make decisions in the future the way the supervisor would. He barely escaped to Austria during the Hungarian Revolution and immigrated to the United States, where he earned his degree in chemical engineering. You'll learn the six universal principles, how to use them to become a skilled persuader - and how to defend yourself against them.。 Here are two ways great managers do that: Running 1 on 1 Meetings To those who work in tech, or any industry where 1 on 1 meetings are built into the operating system of the company, we have Andy Grove to thank! But motivation has to come from within somebody. Motivation When a person is not doing a job, he is either not capable or not motivated. In 1998, he stepped down as CEO of Intel, and retired as chairman of the board in 2004. Only effective and ineffective ones. and the development of the individual are the. Either they are incapable or unmotivated. Create an environment where motivated people can flourish. Is there a pattern underlying how technologies hook us? Planning the strategy should produce tasks the tactics that need to be done now to change future events and meet the needs of the demand raised. He should try to keep the flow of thoughts coming by prompting the subordinate with queries until both feel satisfied they have gotten to the bottom of the problem. 比起德鲁克,戈洛夫实操很多,某些地方也让我更能有切肤感。 5 out of 5 stars 1,650 For decades, Peter F. If we want to cultivate achievement-driven motivation, we need to create an environment that values and emphasizes output. Don't let people be paralyzed by the fear of sounding dumb or the fear of being overruled. Planning• While a two-minute kernel of information is exchanged, the meeting often takes a half hour. For example, someone can have high-TRM at their current position, but be placed in a new role and have their TRM drop significantly. Scheduling Grove advises against tight scheduling. Ask them to find out for themselves and only come to you if they are absolutely stuck. Instead, I encourage you to use my notes to get a taste of what the whole book has to offer, or as a helpful resource for revisiting the main points and key takeaways. This makes them more likely to bring up the next issue or idea. Performance reviews are the single most important form of task-relevant feedback we as supervisors can provide. Important Concepts from High Output Management Production Principles In the first part of High Output Management, Grove spends some time the first 40 pages covering basic production concepts which he refers to as " The Breakfast Factory. Managers tend to see themselves as delegating more than they really are — watch out for situations where a manager throws out suggestions to a subordinate who receives them as marching orders. " --Mark Zuckerberg, cofounder and CEO of Facebook A good book, generous enough with advice and observations to be required reading. Training should not be something with a scheduled date, which occurs every month in the first week. In process-oriented meetings, information is exchanged. What did they do with what they know• The peer-group syndrome can occur if there is no clear leader — people will talk in circles and it will go nowhere. Don't argue, lecture, or panic — convey by what you do he is important to you, and try to find out what is really troubling him. The manager is aware of his resources and understands that planning is to say yes to some projects and no to others. We outline some of the key lessons below. Wrapping up What I love about High Output Management is that it takes concepts bouncing around in your mind, and provides a level of structure that makes things "click. If this seems like too much trouble, then the meeting was not worth it and should not have been called. They are written by leadership "", who have never managed a team before. Don't treat this summary as a substitute for the book. A given managerial approach is not equally effective under all conditions — it depends on the task-relevant maturity TRM of both the manager and her subordinates. When many people are affected by one manager — this type of leverage often depends on when it is performed, so keep timeliness in mind. Grove covers techniques for creating highly productive teams, demonstrating methods of motivation that lead to peak performance. This doesn't work when the environment changes more rapidly than rules can be changed, or when circumstances are so complicated a contract that covers all possibilities will be prohibitively complicated. Prioritize these messages and only deliver the most important ones. Note that fear is not a good motivator in self-actualization mode — you cannot stay in that mode if you are always worried about failure. The book covers a wide variety of the essential topics applicable to any manager, from a first time founder at a startup to a middle manager at a large corporation. You should focus on increasing the leverage of your activities. Interviews• Keep asking questions so the real issues will come out. Decision-Making Managers need to make decisions very often. When a person's activity or behavior over a long period of time is affected by a manager's brief, well-focused set of words or actions. This also ensures that you prioritize what they feel is most pressing to discuss. The supervisor should facilitate the subordinate's expression of what is going on — often, this can be done by getting the subordinate to say all he wants about a subject, then asking one more question. Managers can only decide correctly about a certain problem if they know its full details. Standardize procedures, but continue to think critically about what approaches we use. Publication date 13 Nov 2018• A whole generation of workers has been brainwashed to think that ALL micromanagement is bad. Grove, the president of America's leading manufacturer of computer chips. Information-gathering is a crucial skill among managers because many tasks are dependent on the information that they know. When a person is not doing his job, there can only be two reasons for it. All you can do to improve the output of an employee is to motivate and train them. Then I checked the other reviews to see they were all negative - should've read those first. MATURITY CONCERNING THE TASK: THE SECRET TO DELEGATE Maturity concerning the task a term initially coined by Grove as task-relevant maturity is a criterion used to define how each type of subordinate is managed. Another favorite in this chapter is when Grove explains how some people are motivated by achievement, while others are motivated by competence. Choose critical areas and focus. Done right, your one on ones are the single most powerful investment you can make in your team. 5 out of 5 stars 28 In Only the Paranoid Survive 1996 , former Intel CEO Andrew S. I have a love-hate relationship with books on "management. Training A manager is responsible for her organization's output, and is therefore responsible for training her employees. --Peter Drucker "High Output Management is a bible that every entrepreneur and every manager in the country should look at, read and understand. They must know who they must consult to arrive at the right choice. It takes into account the level of maturity it presents in order to adopt a , either through directive management directions and explanations , objective focused on goals and results, but offering mentoring or delegation involvement of the manager in the execution of the task close to zero, only in monitoring the results and motivation of the individual. One-on-ones should be an hour-long, at the desk of the subordinate, and held more frequently with less experienced team members. How are you working to eliminate them? Asking the subordinate to evaluate the supervisor's performance can be a good idea, but only if it is clear the assessment has only advisory status — do not pretend the supervisor and subordinate are equals. Intel CEO Andy Grove became one of the founders of Intel. Design around the limiting step. 5 How often should you have your one on ones? One-on-one meetings are between a supervisor and a subordinate, and it is the principle way their business relationship is maintained. There are two types of decisions: the forward-looking sort where resources manpower, money, capital are allocated, and the decisions responding to a developing problem or a crisis. Managers are also sources of information. Promoting someone is effectively creating a role model for others in the organization — when we promote our best, we are communicating that performance is what counts. Most people think it's because these companies are somehow able to find and attract a level of talent that makes this innovation possible. Groves recommendations are equally appropriate for sales managers, accountants, consultants, and teachers--anyone whose job entails getting a group of people to produce something of value. Should have read the reviews before buying this. 5 out of 5 stars 4,282 In Measure What Matters, Doerr shares a broad range of first-person, behind-the-scenes case studies, with narrators including Bono and Bill Gates, to demonstrate the focus, agility, and explosive growth that the Objectives and Key Results system has spurred at so many great organizations. sales, manufacturing is responsible for its specific role everywhere. Planning should produce tasks that need to be performed now in order to affect future events — today's gap shouldn't exist in the first place, and is a failure of planning sometime in the past. Master the concept of maturity about the task and watch your productivity grow as you help the professionals around you to grow and develop. For example, the information he provides about one-on-ones is gold. This audiobook introduces listeners to the "Hooked Model", a four-step process companies use to build customer habits. Be aware of the tradeoff between long-term-oriented and short-term-oriented performance — an engineer on a project can be working to complete the project on schedule, but also working on a design method that will make it easier for others to design similar products in the future. While self-esteem and motivation are finite resources, not being able to count on them always, the and personal development, as well as the ability to acquire new knowledge from people, are infinite. Robert Cialdini is the seminal expert in the rapidly expanding field of influence and persuasion. I think we can learn some things from him. This is true of any production process. The minutes should also be as clear and as specific as possible, telling the reader what is to be done, who is to do it, and when. Paraphrasing, "Andy uses charts and diagrams throughout the book to make his points. Interviewing and Promotion• In the rest of this post I'd like to explain a bit more about the author, Andy Grove and highlight some key learnings found in the book. High Output Management state that managers must create a work environment where every employee can flourish. What you measure should be a physical, countable thing. Delegation and Task-Relevant Maturity• Choose few crucial objectives to ensure focus, and keep your key results specific so it is clear whether they are completed or not. " The content typically falls into one of two buckets:• Managers should practice the optimal loading of tasks within a workday. --San Francisco Chronicle An important book which says some very important things. The output of a manager is the output of the organisational units under his or her supervision it influence. " San Francisco Chronicle "An important book which says some very important things. The meeting's main purpose is mutual teaching and the exchange of information. The move from blaming others to assuming responsibility constitutes an emotional step, while the move from assuming responsibility to finding the solution is an intellectual one, and the latter is easier. To recap, Andy Grove encountered a lot of adversity and built a monster business during his lifetime. 信息量很大,很多东西感觉没有消化。 4 Convince me why my company should hire you. A personal caveat: while getting the above right is extremely important, nailing high leverage activities alone is not going to guarantee meaningful output. 1-1s are there to increase leverage. Yet, each team member only has 1 meeting with you they need to prepare for. Proxies, no matter how well versed they might be in the subject matter, cannot assume that role. Additionally, Grove dives into the basic mechanics of planning, which involves three basic components:• Accordingly, all a manager can do is create an environment in which motivated people can flourish. Grove Includes Analysis Preview: First published in 1983, High Output Management by Andrew Grove is a management guide based on Grove's 15 years of managerial experience and knowledge as a cofounder, president, and chief executive of Intel. When a large group's work is affected by an individual supplying a unique, key piece of knowledge or information. The agenda and tone should be set by the subordinate, but should generally focus on indicators that signal trouble, anything important since the last meeting, any problems or potential problems in general especially those that preoccupy or nag the subordinate , and any heart-to-heart issues. Once again, the timing of this chapter matters, as the previous chapter he discussed mission-oriented meetings, in which decision-making is one of the key outputs. For big decisions, first create a framework for how the decision will be made. High Output Management Andy Grove , , 28 June 2015 This is a user-friendly guide to the art and science of management from Andrew S. The most famous of those books is his management tome,. Once the most complex step is optimized, move to the second, third, and so on. 1 How long should your one on ones be? Effective Meetings This may be one of my favorite sections, as I generally hate meetings and try to avoid them at all costs I talk about this more in. Andy Grove was born in Hungary and emigrated in the United States in 1956. Free-market forces• Decisions In technology companies, new hires hold power because of their more recent knowledge, and veteran managers have power due to their position. Try to elicit peak performance from all individuals on your team, and plan the way a fire department does -- you cannot anticipate the next fire, but you can create an energetic and efficient team that is capable of responding to any event, anticipated or not. Managers are expected to come up with the metrics or pairing indicators to determine how well the employee did his or her job. Managers should also be clear about what decisions they have to make and when. Peter Principle: People are promoted to the level of their incompetence. If there is more than one interest group, ensure they have roughly equal representation. Grove provides a helpful framework for determining when a certain mode of control is most appropriate. Tests: the examination of the characteristics of the product. But use money as a way to deliver task-relevant feedback — base a portion of compensation on an employee's performance as a bonus ; this percentage should rise with total compensation. Middle managers have an important role. Assign priorities to these items. Your first goal with this individual, as a manager, is to make sure that he can complete the task and become effective, competent and trustworthy. The performance rating of a manager should not be higher than that of his organization. If you'd like to listen to part of the book, here's the audio book: About the Author, Andy Grove Before jumping into the content of the book, it's important to build the foundation by giving some context about , the author. Motivation has to come from within somebody. Contractual obligations: one party has generalized authority monitoring, evaluation, and correction over another one by a set of rules or a contract. Forecasting the things you can to minimize fragmentation. Andy Grove lived in the trenches doing the work that's covered in the book. The Sports Analogy• To make wise decisions, it is important always to involve experts on the subject. The style of management you use varies depends. Planning Your general planning process:• Therefore — without the proper coaching from his boss, it was almost a foregone conclusion that that he would underperform in his new role. Use management by objectives to ensure pace after planning: create objectives by asking where you want to go; then enumerate your key results to see if you are getting there. 2 What do you consider your most significant achievements? Values are communicated by what you do. Value is the only thing that matters, and no one needs to oversee the transaction. Six questions to ask before making a decision:• Finding the limiting step, then scheduling other work around it on your calendar. What do you need to do to close the gap? You should move toward the active use of your calendar, taking the initiative to fill the holes between the time-critical events with non-time-critical though necessary activities. 还有很多内容值得反复揣摩。 Organizational Structures Grove also spent a couple chapters discussing organizational structures, including the benefits of hybrid organizations with matrix structures. The breakfast factory provides a great analogy that I found extremely helpful when thinking about the production process of "non-tangible" work. When many people are affected by one manager. Do not make the mistake of paying for potential or experience! Grove also refers to the value of work simplification, cutting down on the steps involved in the production process. Cialdini organizes compliance techniques into six categories based on psychological principles that direct human behavior: reciprocation, consistency, social proof, liking, authority, and scarcity. Each is an example of how an iconic company was defined by a particular moment of fame or notoriety; these notable and fascinating accounts are as relevant today to understanding the intricacies of corporate life as they were when the events happened. Groves dive into production processes in detail. Be sure to monitor at the lowest-added-value stage of the process: review rough drafts before they have spent time polishing them. A manager should dedicate half a day a week per subordinate … and top out at 8 direct reports. Strive toward regularity — try to smooth out your workload as much as possible. Common advice often focuses on the size of your team and your other commitments. One of the production principles discussed in High Output Management is about allowing some slack. Is it better to be a hands-on or hands-off manager? his division general manager and functional organization a peer group of managers in the same role, or a global director of that role. The agenda should be fairly structured, but have an "open session" for staff to bring up anything they want. Understand the current situation — What you are producing now when these projects will be completed and what the impact of adding new projects in the short term. High self-interest and complex environments can only produce chaos. When reviewing a manager, you should judge both his performance and the performance of the group under his supervision. In order to survive and to thrive in their careers, managers must constantly enhance their value by learning and adapting to a changing, often unpredictable business environment. The key to hiring is to develop the ability to interview candidates. Fear is tied to possible deprivation of these necessities. So, to make the right decisions, managers must learn how to master information-gathering. Self-actualization needs: the need to achieve one's utter personal best in a chosen field of endeavor. The planning process output, therefore, is the set of decisions made based on the planning process. Competency development: The member is continuously focused on mastering his task, seeking to become a virtuoso, a great specialist and thus obtain recognition;• Superficial What disappointed you about Summary of High Output Management by Andrew S. Adapting the innovations that have. But how do you actually do that? In general, it is best that decisions are made by the middle-tier managers of the company, after all, they combine a mixture of specialized knowledge and authority. Mission-oriented meetings frequently produce a decision, and due to their nature often can't be scheduled. It is necessary to explain the task in detail, as well as the expected results, the resources needed and the step-by-step to execute it. High Output Management as a field manual High Output Management is a celebration of the middle manager. Combining conceptual elegance with a practical understanding of the real-life scenarios that managers encounter every day, High Output Management is one of those rare books that have the power to revolutionize the way we work. However, their most important resource is their time. Grove explains how businesses or individuals should react to major market changes. Training must be incorporated into the culture and business processes in depth. Taking notes is valuable for both the supervisor and the subordinate. Trying to standardize what you do, but continuing to think critically about what you do and the approaches you use. If you are dealing with a performance problem, the subordinate may progress through stages of conflict resolution: 1 ignoring it, 2 denying it, 3 blaming others, 4 assuming responsibility, and 5 finding a solution. Assembly: when the components are grouped together forming a new item;• HOW TO HAVE EFFICIENT MEETINGS Meetings have great leverage when used effectively, but care must also be taken that they do not become a waste of resources. 管理的管控模式因地制宜,可被划分为2x2矩阵,当复杂不确定及歧义性低和团队利益重叠时可通过契约,通常新员工招进来都在此象限;当CUA高与自利因素重合时通过自由市场的力量达到最优;当CUA高且和团队利益重叠时则需要倚重文化力量,而这最难,需熟悉企业价值目标与方法 因此此类管理者薪酬也较前两者为高。 There is an especially efficient way to get information that is neglected by most managers. Meetings One-on-one meetings are necessary because it maintains the professional relationship between managers and their direct reports. Whether early in their career, or coming from poor managers in the past, many people have never had a good manager that cared about them and had effective one on ones with them. A common pitfall in which many managers fall is to evaluate people based on their potential rather than their results. in a business when a group of people is needed to accomplish a task. Such goal-setting is extremely important if what you want is peak performance from yourself and your subordinates. Is he adding value to his group — is he hiring new people; training the people he has; doing anything to improve team output in the future? Its elementary prescriptions form the basis of a highly effective management style. 由于每个管理者时间有限,因此必须将时间用到管理杠杆最大的活动上,因为管理产出是管理活动与其相应杠杆的乘积之和。

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Summary of High Output Management by Andrew S. Grove

TWO DIFFICULT TASKS, YOU WILL HAVE TO GET USED… If you are a manager, there are two extremely difficult tasks that are part of your day-to-day life: hiring qualified professionals and dealing with the exit of talented ones. These meetings can be held once a week or a few times over the month. T eam Meetings — These should be used to discuss topics that affect more than two people. Not always, as a manager or , you must make all the decisions. Good leaders promote the flow of ideas, facts, experiences and perspectives. like a decision What I love about this section is how Grove talks about how to run these types of meetings effectively. Moreover, if we want to cultivate achievement-driven motivation, we need to create an environment that values and emphasizes output. Recruiting, onboarding and training. If you lose their trust, your effectiveness as a manager is gone. This applies to both sparking new discussions and digging deeper into topics they raise. 由于每个管理者时间有限,因此必须将时间用到管理杠杆最大的活动上,因为管理产出是管理活动与其相应杠杆的乘积之和。 。 。

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High Output Management by Andrew Grove

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High Output Management (豆瓣)

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High Output Management : Andrew S. Grove : 9780679762881

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