High Output Management Chapter 11
Jan 1, 1970
A practical dive into performance reviews, why they matter, and common pitfalls managers make. Concrete guidance on giving actionable feedback, securing commitment to change, and when to use positional authority. A thorough look at interviewing: what to ask, how to assess skills and fit, and why candidates should do most of the talking.
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Reviews Are Your Highest-Leverage Tool
- Performance reviews are the most powerful form of task-relevant feedback in organizations.
- Their primary purpose is to improve subordinates' skill levels and motivation over time.
Define Expectations Before Judging
- Clarify in advance what you expect from each subordinate and judge performance against those expectations.
- Use output measures and internal measures deliberately and know the trade-offs between them.
Beware Time Offsets In Outputs
- Outputs can reflect past work and mask current poor performance due to time offsets.
- Trust internal measures when outputs lag and be willing to give lower ratings despite good short-term results.
