In no particular order, here are my thoughts…

<aside> 💡 Principle 1: Output of manager = Leverage

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• A manager’s output = the output of his organisation + the output of the neighbouring organisations under his influence
• A manager’s skills and knowledge are only valuable if she uses them to get more leverage from her people. If you know more about our product’s viral loop than anyone in the company? That’s worth exactly nothing unless you can effectively transfer that knowledge to the rest of the organisation. (From High Output Management, link)
• Where everything has to go through an individual or person at the top, the output of the organisation is limited by that individual only. If they empower people below, you create new frontiers of possibility

<aside> 💡 Principle 2: when 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; he is either not capable or not motivated

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• All you can do to improve the output of an employee is: motivate and train. There is nothing else. (From High Output Management, link)

<aside> 💡 Principle 3: manage in the context of task-relevant maturity

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• If the employee is immature in the task, then hands-on training is essential. If the employee is more mature, then a delegate approach is warranted
• Observe the trends using data, validate them by observing behaviours and through speaking to them (particularly true in the context of Sales management)

<aside> 💡 Principle 4: people leave bad managers, not bad companies

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<aside> 💡 Principle 5: the manager has a “toolkit” available to them to have an impact on their organisation

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• 1. information gathering
• 2. decision making
• 3. “nudging” others