High Output Management

by Andrew S. Grove

Don’t confuse emotional comfort with operational need.

But on the job we are after a person’s performance, not our psychological comfort.

concentrating on the stars is a high-leverage activity: if they get better, the impact on group output is very great indeed.

we managers must be responsible and provide our subordinates with honest performance ratings and honest merit-based compensation.

training needs to be a continuing process rather than a one-time event, it is clear that the who of the training is you, the manager.