By Andy Grove.
On career reviews... "There are three L's to keep in mind when delivering a review; Level, listen, and leave your-self out."
On managing the unexpected... "The motto I'm advocating is 'Let chaos reign, then rein in chaos'"
The book contains three ideas...
The first is an output-oriented approach to managment.
The second idea is that the work of a business, of a government bureacracy, of most forms of human activity, is something pursued not by individuals, but by teams"
"The output of a manager is the output of his or her organization."
Third idea-- High managerial productivity depends largely on choosing to perform tasks that possess high leverage. A team will perform well only if peak performance is elicited from the individuals in it.
"If a person is not doing his job, there can only be two reasons for it. The person either can't do it or won't do it. Either he is not capable, or not motivated. This enables a manager to dramatically focus her efforts. All you can do to improve the output of a team is motivate and train. There is nothing else."
"How you handle your own time is, in my view, the single most important aspect of being a role model and leader."
"As a rule of thumb, a manager whose work is largely supervisory should have six to eight subordinates. Three or for is too few. Ten is too many."
On career reviews... "There are three L's to keep in mind when delivering a review; Level, listen, and leave your-self out."
On managing the unexpected... "The motto I'm advocating is 'Let chaos reign, then rein in chaos'"
The book contains three ideas...
The first is an output-oriented approach to managment.
The second idea is that the work of a business, of a government bureacracy, of most forms of human activity, is something pursued not by individuals, but by teams"
"The output of a manager is the output of his or her organization."
Third idea-- High managerial productivity depends largely on choosing to perform tasks that possess high leverage. A team will perform well only if peak performance is elicited from the individuals in it.
"If a person is not doing his job, there can only be two reasons for it. The person either can't do it or won't do it. Either he is not capable, or not motivated. This enables a manager to dramatically focus her efforts. All you can do to improve the output of a team is motivate and train. There is nothing else."
"How you handle your own time is, in my view, the single most important aspect of being a role model and leader."
"As a rule of thumb, a manager whose work is largely supervisory should have six to eight subordinates. Three or for is too few. Ten is too many."
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