You see, when Larry was on-site with his one crew he was producing a certain output without even realizing it. And when he left the crew on its own, he didn’t replace that output. As a result, the crews couldn’t operate efficiently. The crucial output he was producing wasn’t the frames he was building, rather it was an efficient and

FEAR! That was the one-word title of an article in Inc. magazine about the worry, anxiety, and often sheer terror that plagues business owners. It got the most response of any article the magazine had ever run, because every business owner has felt that fear. Many business owners wake up terrified in the wee hours of the night.

You want problems solved by the right people who can do it most effectively.

You really should encourage people to update the documents any time there’s an improvement in how things are done. But a regularly scheduled update is a good backstop.

Another option is to bifurcate your system. That means splitting it into subsystems, where the output of one is the input of the next.

First you should decide what you want the output of the meeting to be—why you’re meeting in the first place. The agenda is a tool for how to get that outcome (and it may or may not be the best tool).

Good management starts by defining what outputs someone needs to produce.

It should include the necessary attributes (like quantity and quality) of outputs

An output is something visible: an outcome, a deliverable, an obvious behavior; something produced after doing some work.