According to Andy S. Grove’s High Output Management, managers carry out four types of activities in their day-to-day work:
Information Gathering
Information comes in different formats - verbal, written, and body language - and they have a hierarchy in timeliness, accuracy, and completeness. You need multiple forms of the same information to verify its accuracy and see the full picture. Pairing this with carefully selected indicators is another effective way to increase opportunities for managers to see both sides of the coin.
Visiting a particular place and observing is another effective way of gathering information. This allows managers to learn what’s happening first-hand and to solve issues, provide feedback, and voice concerns promptly - before issues degenerate into disasters.
Information is the source of all other managerial activities. The effectiveness of all other activities is determined by the quality of information a manager holds about the business and their teams. For technically knowledgeable managers, technical calibre matters most.
Information Giving
When imparting information - whether providing expertise and experience to solve a particular problem, broadcasting strategy updates, instilling managerial principles and values to foster culture, connecting people, or influencing decisions - the most important aspect is adding value to the information you pass on.
Information must be communicated explicitly so expectations are clear and there’s no confusion.
Nudging and Decision-Making
Nudging is stronger than merely passing on information. It’s not a command, but it influences other people’s decisions. Used wisely, it can be an immensely powerful way of conducting business and improving managerial output. This works for both people under your direct control and those in neighbouring teams. Decisions, on the other hand, are clear written directives - they are black and white.
Leading by Example
Leading by example is the most effective way of transmitting values and behavioural norms.
People have different styles for accomplishing the same goal: some feel more comfortable talking about their feelings openly, some love broadcasting and thrive under the limelight, whilst others prefer to communicate in private one-to-one settings. You can use any of these styles to convey your values and lead by example. Remember that the people you lead also have different styles. Ensure you understand their personalities and choose the most effective approach to gather information, impart messages, and influence.
As a leader, you need to pay attention to your personal behaviours. Downing a few pints at lunch every day doesn’t send the right signal for eliciting a respectable work ethic from your business unit.
How managers use their time - the most important resource of all - has a considerable impact on the productivity and output of the people they manage and influence.