High Output Management

by Andrew S. Grove

two different training tasks.

teaching new members of our organization the skills needed to perform their jobs.

teaching new ideas, principles, or skills to the present members ...

new-em...

new-...

cost of the students’ time alone was over one million dollars.

make a list of the things you feel your subordinates or the members of your department should be trained in.

Ask the people working for you what they feel they need.

developing one short course

the most urgent subject.

Develop the second lecture after you have given the first.

teach this course to the more knowledgeable of your subordinates,

ask for anonymous critiques

• Guess who will have learned most from the course? You.

if you do at least 100 points worth of what you find here, you’ll be a distinctly better manager for it.

Identify half a dozen new indicators for your group’s output.

both the quantity and quality

Install these new indicators as a routine in your work area,

Conduct work simplification on your most tedious, time-consuming task. Eliminate at least 30 percent of the total number of steps involved.

Define your output:

List them in order of importance.

Create a once-a-month “excuse” for a tour.

how you will monitor the next project you delegate to a subordinate.

scheduled one-on-one

three most important objectives for your organization for the next three months.

Generate an inventory of pending decisions

six-question approach.

motivational state

same for each of your subordinates.

Give your subordinates a racetrack:

Classify the task-relevant maturity of each of your subordinates as low, medium, or high.

Evaluate the last performance review you received

How well did the reviews do to improve performance?

Redo one of these reviews