高产出管理：英特尔总裁的领导智慧

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"《高产出管理》是英特尔公司前总裁安德鲁·S·格罗夫创作的一本管理指南，适合各类需要管理团队并提升生产力的专业人士阅读。这本书结合了英特尔公司的成功经验，提供了如何精确衡量和提升招聘效果、如何构建高效团队、如何激励团队达到最佳表现等实用技巧。书中内容既具有理论的优雅，又充分考虑了管理者日常面临的实际情境，有望对工作方式产生革命性影响。作者格罗夫在硅谷有着丰富的管理和教学经验，他的见解对现代企业管理具有深远启示。" 《高产出管理》的核心知识点包括： 1. **精确管理与指标量化**：格罗夫提出，即使像企业招聘这样看似难以量化的活动，也可以通过设定明确的指标和流程来提高效率和准确性，确保引进的人才是团队真正需要的。 2. **团队建设与协作**：书中有详细的方法论指导如何将下属和同事转化为高效团队成员，强调了团队间的沟通、信任和目标一致性的关键作用。 3. **激励机制设计**：格罗夫探讨了如何设计和实施有效的激励机制，以激发团队成员的潜能，使他们持续保持最佳工作状态，从而提升整体团队绩效。 4. **领导力与决策**：书中分享了如何作为领导者进行明智决策，如何平衡风险与回报，以及如何在快速变化的环境中保持战略清晰。 5. **持续学习与培训**：强调了培训的重要性，认为培养员工的技能和知识是领导者的核心责任，这不仅有助于个人成长，也能增强团队的整体竞争力。 6. **适应性与创新**：在快速发展的科技行业中，管理者需要具备适应变化的能力，不断推动创新，以保持组织的领先地位。 7. **绩效评估与反馈**：有效的绩效评估是提升管理效能的重要手段，格罗夫提供了如何公正、公平且具有建设性地给予员工反馈的策略。 8. **企业文化塑造**：强调企业文化对团队凝聚力和企业成功的影响，指出管理者应如何塑造和维护一种支持创新、鼓励协作的企业文化。 9. **危机管理与应对**：书中还涵盖了如何在面对挑战和危机时保持冷静，并利用这些情况作为提升组织能力的机会。 10. **时间管理与优先级设定**：格罗夫提供了关于有效管理时间，确定任务优先级的策略，帮助管理者优化日程，提高工作效率。《高产出管理》不仅是一本管理学经典，也是实践者的宝贵参考，它提供了一套全面的工具和理念，帮助管理者提升自身及团队的产出，实现企业的持续发展。

Are one-on-one meetings still needed? Absolutely. Can you have

them as often with ten direct reports as with five? No. Do you need

to? No again, because for the most part, these employees are more

aware of what’s going on in their business through their computer

network than their counterparts were a decade ago; they no longer

rely on you to bring them up to date. Nor do you need to rely on one-

on-ones to catch up with what your subordinates have found in their

lab, factory, or sales region; you’ve already read about those

developments on your computer screen, minutes after they chose to

inform you.

Now consider the proverbial Japanese employees sitting around the

table in a Japanese office. They don’t need to get together with their

supervisors to be brought up to date. They may still need to leave the

table and have a tête-a-tête with them to discuss their concerns or to

bring up issues they’re uncomfortable with, but a lot of the purposes

of the one-on-ones are taken care of minute by minute. It’s no

different when you and your subordinates are working around the

electronic equivalent of this table. So, yes, you still need one-on-ones.

But you need them for fewer of the purposes I envisioned when I

originally wrote this book. Therefore, you can deal with more

employees less frequently and in meetings of shorter duration.

III. Managing your own career

But what about managers who are, after all, employees themselves?

I recently read an article saying that middle-aged men are twice as

likely to lose their jobs today than they were in 1980, fifteen years

ago. This trend is going to increase in the years ahead.

As a general rule, you have to accept that no matter where you

work, you are not an employee—you are in a business with one

employee: yourself. You are in competition with millions of similar

businesses. There are millions of others all over the world, picking up

the pace, capable of doing the same work that you can do and perhaps

more eager to do it. Now, you may be tempted to look around your

workplace and point to your fellow workers as rivals, but they are not.

They are outnumbered—a thousand to one, one hundred thousand to

one, a million to one—by people who work for organizations that

compete with your firm. So if you want to work and continue to work,

you must continually dedicate yourself to retaining your individual

competitive advantage.

In a slow or no-growth environment, there is another factor that

you have to contend with as well: ambitious junior employees who

desire to move upward in the organization. They may very well be

ready to do so but can’t because you’re in the way. Sooner or later,

your boss will inevitably have to make a choice: whether to hold on to

you, who is doing a good job but is in the way of another person. The

responsibility to avoid such situations is yours.

The recipe for success for the generation of managers who worked

in the sixties, seventies, and much of the eighties was to join stable

and enlightened companies and help them do well; these companies

in turn would reward such managers with a career. Obviously, that is

no longer the case.

The point is, the clichés of globalization and the information

revolution have real meaning—potentially deadly meaning—for your

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

sole proprietor. You must compete with millions of individuals every

day, and every day you must enhance your value, hone your

competitive advantage, learn, adapt, get out of the way, move from

job to job, even from industry to industry if you must and retrench if

you need to do so in order to start again. The key task is to manage

your career so that you do not become a casualty.

I can offer you no surefire formula. But here are a few questions to

ponder:

1. Are you adding real value or merely passing information along?

How do you add more value? By continually looking for ways to make

things truly better in your department. You are a manager. The

central thought of my book is that the output of a manager is the

output of his organization. In principle, every hour of your day should

be spent increasing the output or the value of the output of the

people whom you’re responsible for.

considered a scientific pioneer even before helping to launch Intel in

1968, building it into the seminal technology company of the era.

Later, in 1997, Time magazine would recognize his nearly impossible

accomplishments and name him Man of the Year.

This is in part what made High Output Management so

extraordinary. Andy Grove, who built himself from nothing to run

Intel, stopped what he was doing to teach us his magic. And not

through some ghostwriter either—Andy wrote this book himself.

What an incredible gift.

When I finally got my hands on the book, the paperback cover took

me aback. The 1995 version featured a picture of Andy Grove standing

next to the Intel sign. Unlike every other CEO photo that I had ever

seen, Andy was not wearing a designer suit. He did not have perfectly

combed hair, and he did not strike an arms-folded power pose. No,

Andy Grove was dressed for work right down to his key card hanging

from his belt. I did a double take. “Was that a key card? He didn’t

remove his key card for the book’s cover photo?”

In retrospect, the cover was perfect. As you will see when you read

this book, Andy Grove was all substance. He did not have time for

pretty photo shoots or self-promotion. He wrote the book for us, but

if we had to be sold on it by how he looked in the photo, then that

would be our loss. The time that he did not spend styling fancy

photos, he put into writing the book. He did not just give us the

lessons; he articulated them in a way that connected both logically

and emotionally. We would come to understand him and feel what he

meant in our core.

I immediately got a jolt of this style with the title of the very first

chapter: “The Basics of Production: Delivering a Breakfast (or a

College Graduate, or a Compiler, or a Convicted Criminal…).” Okay, I

am interested. What does making a soft-boiled egg have to do with

how many prisons we build? It turns out quite a bit. High Output

Management opens by teaching us the importance of proper system

design even when we are dealing with a system of human beings

—especially when we are dealing with a system of human beings.

Andy then shows us how you can use these same principles to

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