High Output Management Chapter 3
16 snips
Jan 1, 1970 Flowcharting and cutting unnecessary process steps to boost productivity. Distinguishing real output from mere activity and why a manager’s results equal the team’s. How specialists and internal consultants expand impact. The five daily managerial activities like information gathering and decision making. Using reports, scheduled visits, delegation, nudging, and role modeling to shape outcomes.
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Cut Steps By Questioning Each One
- Create a flowchart of every step in your process and count them exactly.
- Question each step and remove those that common sense or lack of need make unnecessary.
Manager Output Is Team Output
- A manager's output equals the output of their organization plus neighboring groups they influence.
- Management is a team activity, so measure managers by team results, not individual tasks.
Cindy’s Dual Role Expands Impact
- Grove describes Cindy, an engineer who both supervises a plant group and serves on a standards advisory body.
- Her supervisory work boosts her plant's output while her advisory role raises output across all Intel plants.
