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what can managers do to increase the output of their teams? Put another way, what specifically should they be doing during the day when a virtually limitless number of possible tasks calls for their attention? To give you a way to answer the question, I introduce the concept of managerial leverage, which measures the impact of what managers do to increase the output of their teams. High managerial productivity, I argue, depends largely on choosing to perform tasks that possess high leverage.
High Output Management
Andrew S. Grove
The maximization machine should make the most of every single human within it, not just a rarefied subset. This notion that some people have lots of potential, while others don’t, leads us to miss the gloriously weird possibilities lying hidden in each and every team member, even the ones who, at first blush, seem to have little to offer the team’s future. If we have in our head a preconceived notion—even, as in the case of the Harvard Business Review definition, a detailed description—of what a hi-po should do, feel like, and act like, then we will cease to be curious about the many possible futures of each idiosyncratic person on our team.
Nine Lies About Work
Marcus Buckingham, Ashley Goodall
First, people who utilize their natural, God-given talents are much more fulfilled and successful than those who don’t. Second, teams and organizations that help people tap into their God-given talents are much more successful and productive than those that don’t.
The 6 Types of Working Genius
Patrick M. Lencioni
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