Read High Output Management by Andrew S. Grove Online

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The essential skill of creating and maintaining new businesses—the art of the entrepreneur—can be summed up in a single word: managing. In High Output Management, Andrew S. Grove, former chairman and CEO (and employee number three) of Intel, shares his perspective on how to build and run a company. Born of Grove’s experiences at one of America’s leading technology companieThe essential skill of creating and maintaining new businesses—the art of the entrepreneur—can be summed up in a single word: managing. In High Output Management, Andrew S. Grove, former chairman and CEO (and employee number three) of Intel, shares his perspective on how to build and run a company. Born of Grove’s experiences at one of America’s leading technology companies, this legendary management book is a Silicon Valley staple, equally appropriate for sales managers, accountants, consultants, and teachers, as well as CEOs and startup founders. Grove covers techniques for creating highly productive teams, demonstrating methods of motivation that lead to peak performance—throughout, High Output Management is a practical handbook for navigating real-life business scenarios and a powerful management manifesto with the ability to revolutionize the way we work....

Title : High Output Management
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ISBN : 9780679762881
Format Type : Paperback
Number of Pages : 272 Pages
Status : Available For Download
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High Output Management Reviews

  • Daniel
    2018-12-07 08:16

    I read this book for a book club at work. I wasn’t exactly thrilled that a management book was chosen as our next book, especially since I am not a manager myself. However, I did see that High Output Management had received rave reviews here on Goodreads. I also saw an article from the Washington Post highlighting this book becoming a cult classic in Silicon Valley with plenty of recommendations from top CEOs. And the recently updated edition has a foreword by Ben Horowitz, who apparently has been the chief promoter of the book in tech circles. He’s a gazillionaire. He’s smart. And The Lean Startup, another Silicon Valley favorite, was quite good. Maybe this will actually be useful. I could not have been more wrong.High Output Management is one of the worst books I’ve ever read. I repeat. High Output Management, lauded by Brian Chesky, Mark Zuckerburg, and Ben Horowitz, is one of the worst books I have ever read. Now, if you liked this book, you might be thinking, “What do I care what this guy has to say about this book? He’s not even a manager. It was probably just over his head. He doesn’t understand.” Allow me to make my case.The pain starts with the foreword. Ben Horowitz begins to froth at the mouth about Andy Grove, otherworldly CEO of Intel - the greatest company ever to exist. Horowitz seems to equate Grove and High Output Management to Jesus and the Bible. Anyone who was anyone in Silicon Valley read this book back when it was first released… Look how cool the cover is. He’s still wearing his key card in the photo! Wow!Horowitz proceeds to explain the one decent piece of insight of the entire book, that a managers’ output is the output of his subordinates and those under his influence. Then he explains how amazing, absolutely Earth-shattering it is that Andy Grove will share how he runs his meetings. This is what I get to look forward to for the next 200 pages? Kill me now…After Horowitz’s teenage gush fest, Grove begins the book with a deeply technical explanation of the process to prepare breakfast at a restaurant. The first step is to identify the limiting step, the step in the breakfast prep that takes the longest to complete. Then plan the entire job around that step. Okay, cool... Not related to anything any of the people who probably read this book work on. It’s more appropriate for an assembly line environment, but okay. He’s using a metaphor. It’ll probably come full circle later on. WRONG! It never comes full circle.And we arrive at my first major gripe about this book: High Output Management is meant for a production manager on the floor at a manufacturing plant whose sole job is to spit out as many bits and thingys as possible. Anyone not spending their job doing the same thing over and over again in a more-is-better environment will gain almost no value here. The back cover explains how it is “equally appropriate for consultants, teachers, as well as CEOs and startup founders.” And yet, there is no real mention of how this relates to any of them or the modern knowledge worker in general. Which leads me to wonder, why are so many startup founders, in massively unpredictable and creative environments, worshipping this nonsense?Not only is the book mostly irrelevant, it’s hard to follow. Andy Grove consistently uses grossly overcomplicated reasoning and terminology to explain simple concepts. One quote that I like is, “Most geniuses – especially those who lead others – prosper not by deconstructing intricate complexities but by exploiting unrecognized simplicities.” Grove has no understanding of this concept. High Output Management is littered with complex formulas and unnecessary diagrams that will lull even the most studious professional into a blank stare. Entire chapters could have been written in one paragraph. The chapter called, “Task-Relevant Maturity,” could have been written in one sentence: Learn about your subordinates so you know how to manage them. That’s it. Instead we got a calculus lesson. I can only equate Grove’s obfuscating to trying to sound smart. He also can’t seem to call things as they are. Grove insists on using bizarre labels to describe very common things. A meeting organizer is a “chairman.” Weekly updates are “operation reviews.” WTF? NO ONE TALKS LIKE THAT. And perhaps it’s the use of buzzwords like “managerial leverage” and “task-relevant maturity” that deceives the reader that Grove actually isn’t writing about anything new. All of his talking points, when you strip away the useless management-speak, are just the same tips you see in a typical article in Fast Company. Set a meeting agenda, train your employees, have one-on-one meetings with your subordinates. Useful for sure. But if this is your first time hearing that the meeting organizer should prepare the agenda, you don’t read enough. Another theme of the book I have a problem with is that Andy Grove sees human effort as just another metric to quantify and optimize for. Our subordinates can be tinkered with to accomplish our goals if only we have the right equation. Maybe this is what attracts those in the startup community. That even human beings can be hacked by putting the right code into the machine. Grove obviously isn’t the first to think this way about managing others. But it’s a way of thinking that has caused generational resentment towards Corporate America.Somehow, despite all of these flaws, Andy Grove could almost be forgiven if he didn’t commit this one fallacy: Grove doesn’t acknowledge how he concluded which/if any of his methods actually caused Intel’s or any of their managers’ success. He didn’t even isolate the characteristics of his top managers versus the average so we could at least guess for ourselves. All of the arguments were purely anecdotal and most likely suffering from confirmation bias, leaving the assembly line supervisors with only Grove’s word that these tactics actually work. Grove mentions how delegation is an essential aspect of management. Um… Really? You’re telling me Steve Jobs was a legendary CEO because he was great at delegating? This is all you need to know about this and practically every other management book. In my opinion, what every book about management misses is that management isn’t nearly as important as a manager thinks it is. If you want to be a great manager, provide your guidance and get out of the way. No one wants to be managed. People want to be lead. Real leaders like Steve Jobs and Elon Musk, notorious for being brutal bosses, have succeeded most likely in spite of their management skills. People like them succeed because they bring out the best in their team and inspire others to go where no one else has gone before. They seek to create a world that doesn’t yet exist and bring others along for the ride. This is the difference between a manager and a leader. Of course tasks like delegation, planning, and running effective meetings play a role, but no one is buying that they were the crux of Andy Grove’s success. This is a lesson that many people never learn. Most people, even the uber rich and successful, are terrible at understanding why they succeeded in a given domain. They often just pick the things that are obvious and easy to quantify.I think it’s not a stretch to think that I’ll be in a position of leadership at some point in my life. But when that day comes, I will not be using anything I learned from High Output Management.

  • Muhammad Arrabi
    2018-11-16 03:54

    This is definitely one of the BEST Business Books one must read. And it's the best "Management to Engineers" book I can think of.This book is listed on Quora as the best people management book one can read. It has been recommended by so many top VCs there.Andrew Grove is the legendary CEO of Intel. Yet, his background is scientific research. This book is one of the best and concise guides on how to be an excellent manager (from managing a small team, all the way to a whole company).His language is filled with engineering examples. It's also concise and to the point. And has an amazing clarity of thought.I highly recommend it. (along with Collin's Good to Great, and Lencioni's Advantage)

  • Max Lybbert
    2018-11-16 04:19

    In some circles, Grove has as bad a reputation as Bill Gates. And while I can't comment on his other books (e.g., Only the Paranoid Survive), this book doesn't give that impression.Grove's management philosophy is well developed, I think more useful than Rudy Giuliani's (Leadership), and still valid thirty years after the book was originally published. Additionally, Grove gives useful advice to people who aren't managers.Shortly before reading this book, I read T.J. Rodgers' No Excuses Management. While I think Rodgers' book is useful, I have to recommend this one over it. Grove goes into more detail, and his advice is more applicable to me than Rodgers', and his advice has held up better over a longer period of time than Rodgers'.I'd submit my resume to Intel because of this book, if it weren't for all the cubicles.

  • José Luis
    2018-11-26 08:53

    It is a bestseller that survives through time, although it was first published in 1983 and since then management has changed a lot and has already incorporated the ideas the book spreads. But it is invaluable because Andrew Grove tells the reader his lessons learned as a effective manager at Intel. The book is for sure a compact course in Management, driven to managers focused on productivity and team work. I would read it again and again, no doubt about that. Highly recommended if you want to take a glimpse on the duties of a manager at a global company like Intel. (his latter book Only the paranoid survive, which I read some time ago, is also highly recommended).

  • Alexander Pavlov
    2018-11-25 04:08

    Настольная книга многих известных IT-предпринимателей и CEO современности. Гроув описывает свое видение подходов к эффективному менеджменту. Причём под менеджментом он понимает не только тех, кто непосредственно руководит другими, но и тех, кто влияет на работу других посредством своих знаний и экспертизы.Создается впечатление, что изначально книга писалась, как настольная книга для менеджеров Интел.Написана в 1983 году, но 90% написанного актуально до сих пор и будет ещё долго актуально. Причём не только в IT.

  • Simon Eskildsen
    2018-11-19 11:00

    This is the best book I've read on leadership, building organizations and spending your time on the most important tasks for your team.

  • Steven Lam
    2018-12-02 06:11

    Management bible!

  • Gaurav Mathur
    2018-12-10 10:56

    Key Ideas:- Output of a Manager is the output of everyone he influences. He can leverage the output by: doing things faster, doing them better- Training is a high-leverage activity, and responsibility of the manager - it must happen in-house- Goals should always be paired - into quantity and quality goals - both keep a check on each other- Hiring is a very tough but necessary job and you can never be sure about it- Information gathering is the basis of a manager’s tasks - which, like a housewife’s are never done- Matrix management (dual-reporting) is a painful reality of life. You need functional reporting for saving costs and utilizing economies of scale and division reporting for responding to customer needs- It is better to find out faults in any process earlier rather than later. Try to weed out issues as early as possible.- Performance Reviews are a key tool for improving performance - their goal should always be - to improve performance. You should review performance, and not potential (potential is a tool for new hires)- TLM (Task Relevant Maturity) of a sub-ordinate determines how much a manager should interfere in his/her work. TLM may be low for an experienced person doing a new job - or in a new place- An achiever will always oscillate between ‘Meets expectations’ and ‘Exceeds Expectations’ as he will constantly aim higher than what he can achieve - he will work at ‘the edge of his capability’- One-on-ones are very important - and should take over 1 hour - this much time is needed for the guy to break the ice, and talk candidly about himself - he should get into thorny issues. Manager’s guideline - “Ask one more question” - manager should take meeting notes on paper. The key aim is to know potential problems.- In a staff meeting, a supervisor should not be a lecturer, but a moderator/facilitator.- You should delegate the activities you know best, so you can monitor it easily - but this is tough to do emotionally. Monitoring should be done at the lowest value added stage of the process- Managerial leverage can also be negative - you can reduce the effectiveness of those below you by indecision, or meddling- Ideal no. of sub-ordinates is between 6 to 8- Forecasting is a very important tool in the planning process- A group of equals can take a lot of time in making a decision (they would check each other to see and go with the majority) - hence a peer-plus-one approach can be helpful

  • Nikolay
    2018-11-25 08:02

    Andy Grove was the CEO of a Intel – a large corporation both doing rocket-science-level research and running manufacturing plants. The advice in the book somehow had to fit both scenarios. I am managing a small engineering team and I know I found it super-useful. Starting with the surprisingly clear definition of a manager’s output (“output of the organizational units under her or his supervision or influence”) to the more tactical ideas how to organize a company’s departments or what’s a good performance evaluation.“High Output Management” doesn't treat people like snowflakes, but it’s still mostly about people. When talking about large organizations, many management ideologies abstract the humans to resources. I really liked that “High Output Management” didn’t do that and instead showed the importance of communication and relationships between people.Of course, “High Output Management” isn’t for everybody. The prose is far from vivid and sometimes I had a hard time to relate to the examples or metaphors. While the style may be easy to overcome, some of the strict hierarchy/dual reporting/100% measurable output have many drawbacks that were either omitted or just not prominent enough. Not a deal-breaker, but don’t get too excited about those practices that sounds perfect on paper, but history has shown it’s not all roses.In summary, if you can relate to the term “high output”, or at least if you don’t wince when you hear it, give this little book a try.

  • Eugene
    2018-12-10 07:19

    great book dedicated to the management. the author covers large variety of things from the planning and managing the time to hiring and training employees. There a lot of ready to use samples from real life cases (with numbers) and to sample performance reviews. the author describes not just things worked for him and but what kind of things are not working.

  • Sergey Morovshik
    2018-12-07 10:04

    Одна из лучших книг по управлению, буду держать под рукой. Удивило,что написано несколько 10ков лет назад, а актуальность на сегодняшний день максимальная! Не зря многие включают эту книгу, как обязательную к прочтению в своих компаниях! Я тоже добавил!

  • Natalie
    2018-11-12 07:10

    I read it because of its reputation. Immediately began reading it again upon finishing it because it is THAT good. So much wisdom and practical advice, delivered with straight shooting engineer style. stop reading this and go read the book!

  • Adam Wiggins
    2018-11-28 04:07

    Short, powerful work on the art of classic command-and-control management. Put it alongside Jack Welch's "Winning" and Drucker's "Management" on your bookshelf.

  • Sarah
    2018-11-22 05:06

    Most of it felt more appropriate for a manufacturing company than today's world, but the fundamentals still resonated.

  • Arjun Subramanian
    2018-11-26 03:20

    My Review - While the metaphors and the organizational structure of Intel described in the book are dated, the underlying wisdom imparted are still quite relevant. I found the core ideas in the book valuable - what is the output of manager? How do you spend your time? how do you plan your work? how do teams work? How do you motivate the people on your team?My Book NotesThe book in three sentencesYour output is the sum of your team’s output and the output of any neighboring groups you can influence. Apply your time and attention skillfully everyday - high output leaders focus on high leverage activities that are force multipliers for their teams. Pay attention to the people on your team, their motivations, training and task maturity as this is one of most high leverage things you can do.My thoughts/observations interspersed with some interesting highlights:“The output of a manager is the output of the organizational units under his or her supervision or influence.”“High managerial productivity, I argue, depends largely on choosing to perform tasks that possess high leverage.”“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.”“From my experience a large portion of managerial work can be forecasted. Accordingly, forecasting those things you can and setting yourself up to do them is only common sense and an important way to minimize the feeling and the reality of fragmentation experienced in managerial work. Forecasting and planning your time around key events are literally like running an efficient factory.”Look through your day to make sure you are working on high leverage activities. These will be evident as ones that can act as a force multiplier. Quick decisions that unblock progress, rituals/process that habitualize good behaviors on the team, training or coaching a team member, delegating work (and following up), crisp communication of goals, setting of realistic but tough goals, injecting valuable information that facilitate better decisions are all examples of high leverage activities.Invest time in smoothing out workload on your self and the team. Most things have a pattern and can be handled via habituated process. The goal is to take something irregular and and make it regular.“As they are formulated and written, the author is forced to be more precise than he might be verbally. Hence their value stems from the discipline and the thinking the writer is forced to impose upon himself as he identifies and deals with trouble spots in his presentation. Reports are more a medium of self-discipline than a way to communicate information. Writing the report is important; reading it often is not.”The process followed is more important than the outcomes in many cases as it is the process that produces the analysis and change in behavior. The process of coming up with an annual plan is more important than the end artifact because the process yields the painful conversations, analysis and subsequent decisions.“you only understand one thing about building products, you must understand that energy put in early in the process pays off tenfold and energy put in at the end of the program pays off negative tenfold.”Don’t separate the planning function from the doing functions. Planning is part of the doer’s job and is an extremely high leverage activity.“The operating management of the organization. Why? Because the idea that planners can be people apart from those implementing the plan simply does not work. Planning cannot be made a separate career but is instead a key managerial activity, one with enormous leverage through its impact on the future performance of an organization.”“The Peter Principle is a concept in management theory in which the selection of a candidate for a position is based on the candidate’s performance in their current role, rather than on abilities related to the intended role. Thus, “managers rise to the level of their incompetence.”Pay attention to the task maturity of the people on your team. Don’t assume a high achiever in one role will be a high achiever immediately in another. They will take time to process the needs of the new role and may not be high achieving while they do so. In some cases they may never be a high achiever in another role.Written communication should be default for all serious business communication. “As they are formulated and written, the author is forced to be more precise than he might be verbally. Hence their value stems from the discipline and the thinking the writer is forced to impose upon himself as he identifies and deals with trouble spots in his presentation. Reports are more a medium of self-discipline than a way to communicate information. Writing the report is important; reading it often is not."Understanding the motivations of the people on your team is very important. Maslow’s hierarchy of needs provides a framework. Some people are focused on self-actualization and we should strive to get everyone in the organization to the same.Fear of failure is a major obstacle to a fully committed high motivated state of mind. Sports can teach us about how to deal with this fear. The role of the manager here is one of a coach. 1 on 1s formally scheduled are important. Don’t skip them.Giving someone a performance review is hard. Emotions will be involved. The meeting where the review is given to the person being evaluated is for their benefit - not yours. Don’t bring your insecurities to that meeting.Hiring good people is hard. You are taking a risk and there is no way around it. Even the best people make bad hires. Focus on behavioral interviewing on actual past accomplishments and not abstract future scenarios. The best predictors of future behavior remains past behaviors. Despite all efforts you will make bad hires. Cut loss quickly and move on.

  • Liana Poole
    2018-11-27 09:57

    I wish I had have taken notes while I was reading this book. It took me a long time to read but the messages it delivered have stuck with me. Some of the messages it delivers flies in the face of what we are often taught: however, the way it is explained certainly makes sense and motivates me to try a different approach in how I manage my people.

  • Nabil
    2018-12-03 09:22

    This book is the grandfather of management books. From middle managers to C-level folks, this book provides very practical advice on everything needed to be a good manager. Even though its written 30+ years ago, 99% of the content is timeless. Highly recommended as the first management book anyone should read.

  • Dimitrios
    2018-12-01 11:11

    It's an anthology of neatly organised applicable recipes to manage people and get things done. The author has an engineering background and it shows. Helped me wrap my head around common managerial behaviours I've practiced and experienced and conventionalise them to improve effectiveness. It even inspired me to write a blogpost (wip).

  • Matt Wright
    2018-11-27 04:07

    Exceptionally clear and easy to read. One I will return to again.

  • João Cortez
    2018-11-13 10:11

    I've read this book the first time about ten years ago and I just read it the second time now. Andrew Grove can distill his management learning and insights, coming from a manufacturing background, into very concise and easy to follow management principles and best practices. Just reading this book is what Andrew Grove would consider a "high-leverage" practice. Highly recommended.

  • Sebastian
    2018-12-05 05:17

    High Output Management is one of those books that is largely a recapitulation of things that are already intuitive, but (A) crystallizes them in a way that makes it easy to disseminate to other managers, and (B) adds about 10% new content.The things that fall in bucket (B) for me are tactical to the point of sounding mundane but are in fact, very sage and very practically useful: on performance reviews - should you share the written notes before, during, or after the meeting (Grove says before); how long you should schedule 1:1s for (Grove says at least an hour); asking reports to actually prepare an agenda before a 1:1. There's also some bits and pieces about how to deal with interruptions from your team in the middle of the day (erect some barriers - close your door, wear headphones - but don't hide and don't disallow it), and how to address an employee considering quitting.It took all of 2 hours to plow through it and I would consider that time well-invested.Other reflections:- How should you gauge your own success as a manager? Grove suggests you look at the output indicator(s) from the group you manage and hold those as the indicators of your own success (I agree) but in the absence of a counterfactual to contrast against it is challenging to put a measuring stick against your own performance. I think it's dangerous to answer "am I a good manager" with statements about likability and appreciativeness of reports that don't necessarily correlate to amplification of business outcomes.- Grove says that you necessarily need to promote based on pure output and I don't think that is controversial. You can't signal to your business that you give form primacy to substance. But if output is a function of a person's management ability and exogenous factors - how do you address the guy who gets run over by something exogenous?- About the neighborhood where Andy Grove grew up in Budapest: http://slatestarcodex.com/2017/05/26/...

  • Diana
    2018-12-03 03:05

    This book represents a compilation of managerial activities that lead to the increase of the team's output. When applied, it could bring the highest achievement level for the company. Therefore, it works very well when it is IMPLEMENTED by the managers. Otherwise, it is just theory.

  • Justas Šaltinis
    2018-11-18 10:10

    One of the best management books despite being written in 1995.

  • Ilya
    2018-12-09 06:01

    This book got so much praise that my review would not tip its well-deserved place among other business books.On a personal note: it was clearly a missing bit in my experience. Making things work on a scale where team size goes far beyond 50 or 100 members is very different from ten members of SWAT-type team building MVPs. On the other hand, Andrew draws a great picture where startup-like teams could operate very efficiently inside larger corporations.The first third of the book might be quite a tough read to break thru, but it worth it. Andrew builds a framework of core concepts that make an explanation of complicated ideas in the second part of the book easier.Reading it after the Horowitz' "The Hard Thing About Hard Things" was a part of a greater experience, since it gives some insights into how practical Andrew's ideas were.

  • Vasiliy Sikorskiy
    2018-12-04 10:01

    Книгу прочитал по настойчивой рекомендации моего одногруппника. За что ему огромная благодарность. Если коротко, то это лучшая книга по менеджменту из всех, которые я читал. Стал впервые руководителем, хочешь быть руководителем получше, являешься хороший руководителем - однозначный маст к прочтению. Ее автор - CEO компании Intel. Ее особенностью является очень прикладной характер, там качественно выведены принципы и фреймворки, которые он рекомендует всем менеджерам. Причём говорит не общо и не верхнеуровнево, а вполне конкретно. Интересно, кстати, что многое пересекается с принципами менеджмента в Юниум - летучки один на один, двойное подчинение, формат встреч и многое другое. Это меня безусловно порадовало ) во многом книга отталкивается от трёх идей: взгляд на менеджменте как на эффективное производство; результат работы менеджера это результат работы всех команд, которые либо подчиняются ему, либо на которые он оказывает влияние; высокая эффективность команды - это «вытягивание» менеджером высокой эффективности в каждом члене команды. Книга охватывает большинство нужных тем - и встречи, и обратная связь, и принятие решений, и обучение. Как пример одного из быстрых результатов для себя - я увеличил личные встречи до 1,5 часов и стал осознанно искать максимальной детализации на этих встречах. Также с некоторым облегчением прочитал «закон Гроува» про оргструктуру (сам автор его так шутя называет) - любая достаточно большая и эффективная организация в какой-то момент превращается в гибридную. Функциональные или mission-oriented (проектные, по сути) - это утопическая утопия. Задача руководителя лишь определиться, что отдавать «на места», а что централизовывать конкретно в его случае. Короче говоря, ещё раз - книга must к прочтению. У неё есть только 1 проблема - ее е купить в бумажном виде. А электронный - не самого высокого качества пдфка. Ещё можно читать через Kindle на английском языке. Так что если вдруг кто знает, как получить права на нее у издательства «Филин», которое уже закрылось, и/или готов поучаствовать в бумажном тираже - you’re welcome

  • Raman Ohri
    2018-12-03 07:01

    Some high profile people have described it as the best management book ever written. It's certainly the best I've read. Succinct, well-reasoned, clear-headed ... you can feel a confident yet humble leader patiently talking to you throughout. While the book is decades old, the advice seems as good and relevant as a book written yesterday. Covers most angles of the job of a manager - purpose, the flow of work, strategy, recruiting, performance appraisal and much more. Fantastic.

  • Ryan Lackey
    2018-11-30 10:55

    One of the classic books on managementStrongly recommend this to anyone in management (either of other people or as a professional in charge of a function). Andy a Grove was truly one of the great business leaders. The "homework" at the end of the book is a reasonable assignment for any new manager.

  • Jose Papo
    2018-12-06 07:18

    If you are a manager and a leader you MUST read this book. This book is the foundation of all tech companies and startups which uses the OKR management system and perf reviews. But the book is much more than that. Grove talks about how to run meetings, how to make decisions, how to optimize output, how to hire and much more. Really an essential book for any leader.

  • Alissa Thorne
    2018-11-18 11:04

    Hands down the most pragmatic, down-to-earth management book I've ever read. It's opinionated, which I generally find appealing even if I don't always agree with the conclusions. Most importantly, it addresses real world problems like: How long one-on-one's should be? How many direct reports should a manager have? How do you go about performance reviews? How do you fire someone?

  • Xavier Shay
    2018-11-30 06:04

    Had already picked up a lot of the thrust of this book (primarily: the output of a manager is the combined output of his/her subordinates) from talking to other managers at Square + advisers, it was still worth reading.