High Output Management
by Andrew S. Grove
Intel's CEO on management as a production process: leverage, the manager's output as the output of their team, meetings as the medium of work, one-on-ones, task-relevant maturity, and performance reviews. It is dense, unsentimental and still the reference for operators. Written in 1983 and barely dated.
Read it if…
you want the engineering view of management: leverage, throughput, measurement.
Skip it if…
you want warmth; the book is a manual.
Three things you will actually use
- Manager output equals team output; optimize leverage.
- Adjust style to task-relevant maturity.
- One-on-ones are the employee's meeting; let them set the agenda.
Do this first
List your activities this week and rate each by leverage: how much team output it affects.
Our verdict
Rigorous and enduring; the operator's manual.
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