The first big part of your job as a manager is to ensure that your team knows what success looks like and cares about achieving it.

The purpose is the outcome your team is trying to accomplish, otherwise known as the why.

Traditionally, most advice you hear about management assumes a longer time frame where if you spend a little today, you’ll reap bountiful rewards in time. But that’s only true if your organization isn’t on fire. If it is, then all bets are off. At that point, you need to do whatever you can to extinguish the flames.

certain needs trump others and you must satisfy lower-level needs before focusing on higher-level ones.

support members in reaching their career goals, and create processes to get work done smoothly and efficiently.

Andy Grove, founder and CEO of Intel and a legendary manager of his time, wrote that when it comes to evaluations, one should look at “the output of the work unit and not simply the activity involved. Obviously, you measure a salesman by the orders he gets (output), not by the calls he makes (activity).” You can be the smartest, most well-liked,

Remember what I said before: great managers are made, not born. But there is one caveat, and that caveat is this: you have to enjoy the day-to-day of management and want to do it.

Your role as a manager is not to do the work yourself, even if you are the best at it, because that will only take you so far. Your role is to improve the purpose, people, and process of your team to get as high a multiplier effect on your collective outcome as you can.

The first big part of your job as a manager is to ensure that your team knows what success looks like and cares about achieving it. Getting everyone to understand and believe in your team’s purpose, whether it’s as specific as “make every customer who calls feel cared for” or as broad as “bring the world closer together,” requires understanding and