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Bill grafted the critical connective tissue—the phrase “as measured by,” or a.m.b.—into Intel’s company OKRs. For example, “We will achieve a certain OBJECTIVE as measured by the following KEY RESULTS ….” Bill’s a.m.b made the implicit explicit to all.
Measure What Matters
John Doerr
4. Solomon's Paradox:
We're better at solving other people's problems than our own, because detachment yields objectivity. But Kross et al (2014) found viewing oneself in the 3rd person yields the same detachment, so when trying to help yourself, imagine you're helping a friend.
My Friends, a New MEGATH...
@G_S_Bhogal on Twitter
Training is, quite simply, one of the highest-leverage activities a manager can perform. Consider for a moment the possibility of your putting on a series of four lectures for members of your department. Let’s count on three hours of preparation for each hour of course time—twelve hours of work in total. Say that you have ten students in your class. Next year they will work a total of about twenty thousand hours for your organization. If your training efforts result in a 1 percent improvement in your subordinates’ performance, your company will gain the equivalent of two hundred hours of work as the result of the expenditure of your twelve hours.
High Output Management
Andrew S. Grove
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