|Managing Self||Managing Individuals||Managing Teams||Products and Markets||Managing Impact||Others|
|High Output Management||Managerial leverage dramatically impacts organizational output.|
Motivate employees by “shaping the field” based on what drives them.
Manage in the context of task-relevant maturity.
Use performance reviews to improve performance.
When an employee quits, it’s the manager’s fault.
Recycle high achievers who are over-promoted.
Training is the manager’s job.
|Meetings are a medium of work. |
Decisions are the output of a process framed by six questions.
As organizations grow speed decreases while leverage increases.
Functional teams increase leverage, mission-oriented teams increase speed.
Dual reporting increases both leverage and speed.
Manage teams by setting expectations and cultural values.
|Focus on vital, measurable indicators of output.|
Manage short-term objectives based on long-term plans.
|The Hard Things about Hard Things by Ben Horowitz||* Keeping a clear head, embracing the struggle of being an entrepreneur|
* Enjoying the work
* Face the hard decisions head on
|* Tell things like it is|
* Rephrase the worst case scenario
* Some very specific hiring tips - like hiring for strength vs. lack of weakness,
|* How large Organisations are slowed down by single people|
* Minimise Politics by hiring for the right type of ambition, maintaining strict policy on org design, promoting based on performance, and ensuring 1:1's are held. Ben is a subscriber to the Andy Grove school of thought so OKR's make their way into The Hard Things as well.
|* Good Product Managers vs. Bad Product Managers, a guide that continues to be relevant in the world of product management today.|
* Wartime CEO (vs Peacetime CEO), a mode of operating (defined by competitive market position) that changes all the rules of operation
|Good to Great by James C. Collins||Level 5 leadership is the art of showing determinism and humility||Level 5 leadership is the art of showing determinism and humility|
The culture of discipline
|The culture of discipline||Confronting the Brutal Facts|
The Hedgehog Concept
|The Fifth Discipline by Peter Senge||Developing Personal Mastery||Creating Team Learning||Mental Models||Creating a Shared Vision||Systems Thinking: Integrating all the other disciplines together|
|Radical Candor by Kim Scott||* a manager should care about their employees, and at the same time: challenge them to do the best work possible|
* Guidance, team, and results
* The Getting Stuff Done framework
* The role of the boss as the editor
|* need both rock stars and superstars|
* Creating a culture of listening
|The Five Dysfunctions of a Team by Patrick Lenconi||* Dysfunctions: Absence of trust, Fear of conflict, Lack of commitment, Avoidance of accountability, Inattention to results|
|The Lean Startup by Eric Ries|
|Zero to One by Peter Thiel|
|The Innovators Dilemma by Clayton Christensen|
|Crossing the Chasm by Geoffrey Moore|
|Setting the Table by Danny Meyer|
|The Sprint Book by Jake Knapp|
|The Startup Owners Manual by Steve Blank|
|High Growth Handbook by Elad Gill|
|Blitzscaling by Reid Hoffman|
|Start with Why by Simon Sinek||Brands and Why||Brands and Why|