team management

  • Management by Objectives: The Planning Process Applied to Daily Work

    The system of management by objectives assumes that because our concerns here are short-range, we should know quite well what our environment demands from us “…”

    The idea behind MBO is extremely simple: If you don’t know where you’re going, you will not get there. Or, as an old Indian saying puts it, “If you don’t know where you’re going, any road will get you there.” A successful MBO system needs only to answer two questions:

    1. Where do I want to go? (The answer provides the objective.)
    2. How will I pace myself to see if I am getting there? (The answer gives us milestones or key results.)

    — High Output Management by Andrew S. Grove

  • The art of management lies in the capacity to select from the many activities of seemingly comparable significance the one or two or three that provide leverage well beyond the others and concentrate on them. For me, paying close attention to customer complaints constitutes a high-leverage activity.

    Aside from making a customer happy, the pursuit tends to produce important insights into the workings of my own operation. Such complaints may be numerous, and though all of them need to be followed up by someone, they don’t all require or wouldn’t all benefit from my personal attention. Which one out of ten or twenty complaints to dig into, analyze, and follow up is where art comes into the work of a manager. The basis of that art is an intuition that behind this complaint and not the other lurk many deeper problems.

    — High Output Management by Andrew S. Grove

  • One of the things I have come to believe strongly is that culture is real; it’s also incredibly important, and it’s something that many people don’t understand at all. It’s both an easy, natural consequence of your company’s evolution and something that can quickly become a problem if you don’t tend to it.

    Consciously guiding the culture of your team is part of a leader’s job, and to do this well, you need to understand what it means in the first place. So what is culture? Culture is the generally unspoken shared rules of a community.

    — The Manager’s Path: A Guide for Tech Leaders Navigating Growth and Change by Camille Fournier

  • Researchers classified the three types of behavior. The first group, termed gamblers, took high risks but exerted no influence on the outcome of events. The second group, termed conservatives, were people who took very little risk. The third group, termed achievers, had to test the limits of what they could do, and with no prompting demonstrated the point of the experiment: namely, that some people simply must test themselves.

    By challenging themselves, these people were likely to miss a peg several times, but when they began to ring the peg consistently, they gained satisfaction and a sense of achievement. The point is that both competence and achievement-oriented people spontaneously try to test the outer limits of their abilities.

    — High Output Management by Andrew S. Grove

  • Work for goals that you and your organization are excited about and think about how your tasks connect to those goals. If you’re focused on the goal, excited about achieving it, and recognize that doing some undesirable tasks to achieve the goal is required, you will have the right perspective and will be appropriately motivated.

    If you’re not excited about the goal that you’re working for, stop working for it. Personally, I like visualizing exciting new and beautiful things that I want to make into realities. The excitement of visualizing these ideas and my desire to build them out is what pulls me through the thorny realities of life to make my dreams happen.

    — Principles: Life and Work by Ray Dalio

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