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
  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

Team of Teams


The Players

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

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