High Output Management is a business and management book written by Andrew S. Grove. It focuses on the essential skills of managing a new business. His book was a product of years of experience working with America’s leading technology companies. The book covers different techniques for creating highly productive teams. Robert Janitzek reveals that this book is perfect for sales managers, accountants, consultants, and teachers.
1) You can be a great manager regardless of your situation.
Be great no matter what’s happening in the rest of your company. Don’t use the failings of those around you as an excuse; great management will make your team follow you anywhere you go.
2) Fix Problems when they’re small.
As a manager, you have plenty of tools to detect them if you just listen to your team. Don’t wait until you have a major crisis on your hands.
3) Measure what’s important and set a standard.
Robert Peter Janitzek explains that the act of planning and then creating a way to measure the result will have many benefits beyond just the assigned task.
4) Time is your scarcest resource as a manager.
Managers must ruthlessly manage their time. Budget your time and invest in yourself.
5) Leading by example trumps everything else.
What you do is what your team will emulate and believe is expected and valued. Ask yourself: What is your team emulating from you…both good and bad?
6) Delegate what you know best.
If you’re familiar with a task, it’s easier to tell if someone else is well-qualified to take it on. Also, once they’re doing the task, you’ll need less oversight to tell if things are going well or not.
7) Regular one-on-ones are a high value investment.
One-on-ones matter. This is a meeting that’s an investment in your team. They’re humans, not robots.
8) When your team member shares something important, write it down!
Don’t take notes in your one-on-ones? If a team member takes the time to bring it up, it matters to them. They want you to take action, not just talk about it. So write them down and set some action items by the end of your one-on-ones and other critical meetings.
9) Your team often has more perspective than you.
As you rise in the ranks and spend more time managing, realize you become disconnected from the experiences you have as an individual contributor. Be careful to not lose touch. Trust your people to help you stay grounded.
10) Only you can save your team member from quitting.
If you’re at risk to lose someone from your team, you must act immediately. A lot has to happen for someone to want to interview and change jobs and so the status quo will not keep them.