High Output Management

“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.”

You can’t be optimistic about the future until you have survived the crucible of change.

generating more and better goods and services to meet people’s needs.

The sad news is, nobody owes you a career. You own it as a sole proprietor.

A team will perform well only if peak performance is elicited from the individuals in it.

The output of a manager is the output of the organizational units under his or her supervision or influence.

As a middle manager, of any sort, you are in effect a chief executive of an organization yourself. Don’t wait for the principles and practices you find appealing to be imposed from the top. As a micro CEO, you can improve your own and your group’s performance and productivity, whether or not the rest of the company follows suit.

A manager generally has two ways to raise the level of individual performance of his subordinates: by increasing motivation, the desire of each person to do his job well, and by increasing individual capability, which is where training comes

In my view a manager’s output is the output of his organization—no more, no less. A manager’s own productivity thus depends on eliciting more output from his team.