High Output Management Chapter 11
20 snips
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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Misrated A Manager Due To Lagging Output
- Grove gave a superior rating to a manager whose output reflected earlier work, then saw the group collapse the following year.
- He realized he should have rated internal measures lower because outputs lagged by about a year.
Credited Prep Work Before Output
- Grove reviewed a subordinate building a production facility that hadn't yet produced anything.
- He credited the subordinate for preparatory work despite lack of tangible output.
Boost Stars For Bigger Returns
- Managers over-focus on fixing poor performers and under-invest in improving top performers.
- Concentrating development on stars yields disproportionate returns for the organization.
