High Output Management

Work in progress.

1- recognizing that you should always solve problems at the lowest-value-stage possible (throw out rotten egg before it becomes an omelette)
for eg i’d have saved me and and one of my writers some grief in the past if i spent more time going thru the infographic source material rather than wait till later,
2- recognizing how much some things can be simplified. eg productivity as a function of morale (willingness) + training (ability)

“Willing and able” rolls off the tongue very easily for me, intuitive concept. 
But there have been times where I was stuck or slow and I would waffle around instead of figuring out which was the problem. Sometimes it would be one and I would be fixated on the other.
and re: leverage– i could probably save a bunch of time going thru the writers’ drafts if I take some time to level up the doc that i sent them
 

The breakfast factory

 
i. Basics of production
Expected delivery time
Acceptable quality
cost of production
What is the limiting step?
Process -> Assembly -> test
Always solve problems at the lowest-value stage possible. Identify and get rid of rotten eggs before you make the omelette.
Inspect early, inspect often
ii. indicators
recommended:
  1. sales forecast
  2. raw material inventory
  3. manpower (if people are MIA, find replacements, hire extra help, etc)
  4. quality (have a complaints log– if someone gets more than usual, talk to them ASAP)

Management is a team game

iii. managerial leverage
a manager’s output is not a set of activities, but the output of his organization
– information gathering (comes in many different channels, you can never depend on just one)
– nudge
– decision making (two kinds: proactive and reactive. effectiveness depends on how well you comprehend the facts and issues. to do this well, you need to gather information)
– role modelling (signal what is acceptable and what is not, what is good, etc)
clarity and focus informs action, influences others
a short performance review can affect an employee for a long time
– your morale affects others
– your waffling (delaying) affects others. no green light is a red light, lack of a decision can be the same as a negative decision.
delegation as leverage – don’t be insincere, if you’re going to do it, do it
you’re still responsible for whatever your delegate, so monitor (don’t meddle)
monitor at the lowest value-added stages of the process (raw material before it becomes an infographic)
roleplay: what is most limiting your output? the other acts as a consultant
iv. meetings
 
meetings get a bad rep because they’re inefficient. but they’re not intrinsically bad. just make them efficient. (consider stand-ups).
meetings are for sharing information, or making decisions
v
asdg
vi.
 

Team of Teams

 
vii. 
viii.
 
ix.
 
x.
 

The Players

 
xi. sports analogy
 
xii. task-relevant maturity
 
xiii. 
 
xiv.
 
xv. compensation as task-relevant feedback
 
xvi. why training is the boss’s job

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