Self-growth
Business & Career
Success
Communication
Healing
Relationships
Psychology
HappinessYou’ll learn
- Why chaos is your ally in productivity
- To make every team victory your triumph
- Secrets to turning decisions into gold
- The art of motivation beyond money
Table of contents
first KEY POINT
Your job will make a lot of demands on your skills and values, and people depend on you to always come through
First of all, you need to understand that it's not going to be an easy ride. Times have changed and there are now lots of new concepts and phenomena to get used to. You need to be flexible enough to adapt to the new things, and disciplined enough to stand by the values that will keep you winning.As hard as you work, it isn't enough to guarantee your success. Your success is the cumulative success of the people that you lead. And this is the major challenge. It might seem impossible to get people to do the right things and be their best at work, but it is possible especially when you are determined to give your best to making this happen.Having first read this book in 1995, Ben Horowitz, author of “The Hard Thing About Hard Things” declared it to be a masterpiece that is worth even more than anyone bargained for. He also emphasizes how easy it is to understand the lessons in it, as they are well articulated and that it will help you embrace new management ideas, and relate to the already existing ones that have been upgraded. He insists that this book will come through even in the hardest situations you will face as a manager and will help you find solutions to the most complex dilemmas.You really can do amazing in your career, your team can listen to you, and you can motivate them to do even more than they are currently. This is not just a dream. Find out how in the subsequent pages of this tidbit.
second KEY POINT
The regular checks and balances are what keep your business alive
If you had to serve eggs, toast and coffee to a customer, the 3 components would need to reach the customer at the same time. This requires you to apply basic steps of production in order to create and deliver products that the customer wants at a scheduled time, at an acceptable quality, and lowest possible cost. Since conditions are not always ideal for production, you have the responsibility of delivering a product at the time agreed upon while making the best profit out of the bargain.
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first KEY POINT
Your aim should be to increase productivity by doing the important things first
second KEY POINT
Your success as a manager is measured by the output of your team
third KEY POINT
Having meetings the wrong way will not only waste everyone's time, it will also destroy ideas
fourth KEY POINT
The difference between success and failure can be the quality of your decisions
fifth KEY POINT
It is important that you are always one step ahead; you have to think about the future
sixth KEY POINT
You are the one piece that holds all the other pieces of the puzzle together
seventh KEY POINT
Every organization needs rules, your job is to ensure that everyone sticks to them
eighth KEY POINT
Everyone on your team is an important player, but you need to show them
ninth KEY POINT
Your managerial skills will be put to test everyday, some days more than others
tenth KEY POINT
It is your job to constantly train your employees so they can get even better
eleventh KEY POINT
Conclusion
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Frequently asked questions
What is High Output Management about?
High Output Management, written by Andrew S. Grove, centers around the principles of effective management and productivity in organizations. The book emphasizes the importance of results-driven leadership and strategic planning to maximize team output.
What are the key takeaways from High Output Management?
The key takeaways from High Output Management include the significance of measuring performance, the role of effective meetings, and the importance of building a strong company culture. Grove also outlines managerial leverage and how to optimize workflows to achieve better results.
Is High Output Management worth reading?
Yes, High Output Management is definitely worth reading if you're interested in enhancing your leadership skills and understanding organizational efficiency. Andrew S. Grove's insights are highly applicable to both new and seasoned managers seeking to improve their influence and management style.
How many pages is High Output Management and when was it published?
High Output Management consists of approximately 224 pages and was first published in 1983. This insightful book continues to be relevant today, offering timeless advice for effective management.
How can High Output Management improve my management skills?
High Output Management can enhance your management skills by providing clear frameworks for performance evaluation and decision-making. Grove’s practical tips and real-world examples help readers cultivate a results-oriented mindset that leads to better team outcomes.