34 posts tagged with "management"

Why introducing leverage to management?​

Maximizing organization’s output.

A manager’s output = The output of his organization + The output of the neighboring organizations under his influence

This means that if a manager is not just a hierarchical supervisor but also a know-how manager (knowledge supplier), then he will have larger impact on both his own organization as well as neighboring organizations.

the definition of “manager” should be broadened: individual contributors who gather and disseminate know-how and information should also be seen as middle managers, because they exert great power within the organization.

What to be leveraged? Managerial activities​

1. ==Information gathering== - the basis of all other managerial work

   1. Verbal sources are the most valuable because usually the more timely the information, the more valuable it is., but what they provide is also sketchy, incomplete, and sometimes inaccurate, like a newspaper headline that can give you only the general idea of a story.
   2. Reports are more a medium of self-discipline than a way to communicate information. Writing the report is important; reading it often is not.
   3. to visit a particular place in the company and observe what’s going on there. For example, we ask our managers to participate in “Mr. Clean” inspections, in which they go to a part of the company that they normally wouldn’t visit. The managers examine the housekeeping, the arrangement of things, the labs, and the safety equipment, and in so doing spend an hour or so browsing around and getting acquainted with things firsthand.

2. ==Information-giving==

3. ==Decision-making==, includes 2 kinds

   1. forward-looking
   2. respond to a developing problem or a crisis

4. ==Nudging - advocating a preferred course of action, but you are not issuing a firm and detailed instruction. == it should be carefully distinguished from decision-making that results in firm, clear directives.

5. ==Being a role model==. nothing leads as well as example. Values and behavioral norms are simply not transmitted easily by talk or memo, but are conveyed very effectively by doing and doing visibly.

By and large, none of the above can happen without a meeting. However, meeting is not an activity, it is an occasion or medium where activity happens.

What are managerial leverages, exactly?​

Managerial Output = Output of organization = L1 × A1 + L2 × A2 +…

To maximize the output...

1. Speeding up
   1. Managerial output / time = L * (activity performed) / time
2. Increasing leverage
3. Shifting activities to those with higher leverage

Leverage can be increased....

1. When many people are affected
2. When a person’s behavior is impacted in the long run
3. When a large group’s work is affected by the unique information

For example,

1. Positive leverage

   1. planing in advance, and a large group of people know what to do.
   2. Timely reaction to a subordinate’s intention to quit
   3. Imparting knowledge, skills, or values to a group
   4. Activities that takes short time but affects another person’s performance over a long time. performance review.
   5. ==creating a tickler file==
   6. Providing unique skills and knowledge.

2. Negative leverage

   1. I am a key participant at a meeting and I arrive unprepared.
   2. ==Spreading depression==
   3. ==Waffling==
   4. ==Managerial meddling.== if a senior manager sees an indicator showing an undesirable trend and dictates to the person responsible a detailed set of actions to be taken, that is managerial meddling.

Shifting activities to those with higher leverage by DELEGATION

1. The “delegator” and “delegatee” must share a common information base and a common set of operational ideas or notions on how to go about solving problems

2. Being conscious

3. ==delegation without follow-through is abdication.== how to monitor? QA

   1. When? ==at the lowest-added-value stage of the process==
   2. frequency? According to the worker’s experience level and sampling results
   3. Coverage? Not 100% but random sampling

4. How to monitor the delegation of decision-making?

   1. Inspect the decision-making process by a review meeting and ask specific questions.

5. How Many Subordinates Should You Have?

   1. As a rule of thumb, a manager whose work is largely supervisory should have six to eight subordinates, because
      1. a manager should allocate about a half day per week to each of his subordinates.
      2. Even if he works without a single subordinate, servicing a number of varied “customers” as an internal consultant can in itself be a full-time job.
   2. Hence second-line manager should have IC reporting to them if he does not have enough subordinates

Speeding up

1. time-management

   1. For example

      1. to handle a piece of paper only once,

      2. to hold only stand-up meetings (which will presumably be short), and

      3. to turn his desk so that he presents his back to the door.

   2. Principles
      1. identify our limiting step. schedule my other work around this limiting step.
      2. batching similar tasks
      3. Using calendar as the medium of forecast / planning
         1. Actively fill the holes between the time-critical events with non-time-critical though necessary activities.
         2. ==say “no” at the outset to work beyond your capacity to handle. Remember too that your time is your one finite resource, and when you say “yes” to one thing you are inevitably saying “no” to another.==
      4. Slack - a bit of looseness in your scheduling.
      5. Keeping an inventory of projects
      6. Standardize procedures

2. reducing Interruptions (the plague of managerial work) — how to solve? regularity and smoothing out workload.

   1. Controlled way
      • Batching same block of time used for like activities / all schedule meetings at the same time
   2. Uncontrolled way
      • hiding physically is not practical because legitimate problems will pile up
      • Prepare FAQ/documentations
      • Batching
      • Providing alternatives:
        • “I am doing individual work. Please don’t interrupt me unless it really can’t wait until 2: 00.”
        • Office hours

Why Introduce Managerial Leverage?​

To achieve high output.

The output of a manager = the output of their team + the output of adjacent teams influenced by them.

This means that if a manager is not just a "supervisor" but also a ==knowledge consultant==, they can significantly increase their influence.

Thus, the concept of a manager is broadened; any individual contributor (IC) who gathers information, communicates it, and knows what to do is, in fact, also a manager.

Where to Apply Leverage? In Management Activities​

1. ==Gathering Information== is the premise of all management activities.

   1. Verbal information sources are the most valuable.
   2. Progress reports are more of a constraint; the writing process is important, while the reading process is not.
   3. Go to certain locations to gather intelligence.

2. Providing Information

3. Decision-Making, which includes two aspects:

   1. Looking to the future.
   2. Responding to urgent situations.

4. Nudging encourages subordinates to act in preferred directions, but be careful not to create unwavering, clear commands. Otherwise, it becomes micromanagement.

5. ==Leading by example is the most effective leadership method. Good leaders are all performing artists.==

Generally speaking, almost all of the above activities are achieved through meetings. However, it is important to note that holding meetings is not a management activity; it is merely a medium or location for the aforementioned activities to occur.

How to Increase Leverage Ratio?​

Managerial output = organizational output = Leverage 1 x Activity 1 + Leverage 2 x Activity 2 + …

To maximize output…

1. Accelerate.
2. Increase leverage ratios.
3. Do fewer low-leverage activities and more high-leverage activities.

To increase leverage ratios…

1. Influence more people.
2. Influence people's long-term behavior.
3. Provide unique information.

For example:

1. Positive Leverage

   1. Make advance plans for large organizations.
   2. Timely persuasion for departing subordinates.
   3. Introduce new knowledge, skills, and values to the organization.
   4. Engage in activities that take little time but can have a profound impact on a person, such as performance evaluations.
   5. Create memos.
   6. Provide unique skills and values.

2. Negative Leverage

   1. I am a key participant in the meeting but attended without preparation.
   2. Spread feelings of despair.
   3. Indecisiveness.
   4. Micromanagement, or what is called managerial meddling. If a manager gives a series of detailed instructions to a responsible person, that is interference.

Delegation (do fewer low-leverage activities and more high-leverage activities)

• The delegator and the delegate must have a consensus on how the tasks should generally be done.

• Consciously control which tasks to delegate and which not to.

• ==Delegating without monitoring is relinquishing responsibility==. How to monitor? QA (Quality Assurance)

  • When to do it? At the stage where minimal added value is achieved.
  • What frequency? Based on the delegate's experience level and sampling inspection results.
  • How much to monitor? Not 100%, but random sampling.

• How to monitor the decisions made by delegated subordinates?

  • Monitor the decision-making process, such as holding review meetings, then asking questions to see if convincing answers can be obtained.

• How many direct subordinates should a manager have?

  1. Generally speaking, 6-8, because
     1. A manager should spend half a day each week on one subordinate.
     2. Even if a manager has no subordinates, providing consulting services to other internal employees can also be a full-time job.
  2. Therefore, if there are not enough first-line managers among the direct subordinates of second-line managers, IC subordinates should be increased.

Accelerate

1. Improve time management skills.

   1. For example:

      1. A document should only be handled once.
      2. Hold stand-up meetings.
      3. Arrange workstations to face away from the entrance.

   2. Guiding Principles:

      1. Clarify fixed times; identify which tasks must be done at specific times, and all other flexible arrangements should revolve around these.
      2. Batch process similar issues.
      3. Use calendars as a medium for forecasting and planning.
         1. Actively fill in the gaps between fixed times.
         2. ==Say no to tasks that exceed your capacity. Be aware that saying yes to one task means saying no to another.==
      4. Allow slack - do not over-schedule.
      5. Maintain a "project inventory"; otherwise, when a manager has extra time, they may interfere (meddling) in subordinates' work. This time should be allocated for future planning.

2. Reduce interruptions. Interruptions are a chronic issue in management work. What to do? Standardize processes to smooth out workloads.

   1. Controllable methods:
      1. Batch processing activities, such as having everyone meet at the same time or not meet at the same time.
   2. Uncontrollable methods:
      1. Hiding is not a good method, as it will accumulate real problems.
      2. Prepare FAQs and documentation.
      3. Batch processing.
      4. Provide alternatives to interrupters.
         1. "I am currently working; please do not disturb me until 2:00."
         2. Set dedicated office hours to answer questions.

What is bikeshedding?​

Members of an organization give disproportionate weight to trivial issues.

Parkinson provides the example of a fictional committee whose job was to approve the plans for a nuclear power plant spending the majority of its time on discussions about relatively minor but easy-to-grasp issues, such as what materials to use for the staff bike shed, while neglecting the proposed design of the plant itself, which is far more important and a far more difficult and complex task.

How to overcome the bikeshedding?​

Having a clear agenda of the meeting. Or even do not mix complex topics with easy ones.

A key role of product management (PM), whether as the product-focused founder (CEO, CTO) or the PM leader, is making sure product development efforts are ==focused==.

• finite resources to market needs in the march towards product-market fit
• working furiously to maintain a competitive lead

Is process a bad thing? My guiding principle or golden rule of process is to never ask for something from someone that does not directly help them to get their own work done.

Product Roadmap in Telemetry​

Telemetry Framework​

When the tool overwhelms it isn’t used and so it doesn’t matter - e.g. a giant Gantt chart. The telemetry spreadsheet is more helpful.

This tool is the right level of complexity for projects from 10 to 5000 people in my experience.

benefits: it is a resources allocation guideline

• Any given person can look at their own work and know where they are and where it fits in
• At any time, one can see how much of the time (resource) overall is going to support a given project or goal
• Know which tasks are too far out, too big
• Know which resources are over-constrained