This document discusses ways for managers to improve organizational output. It defines manager output as the output of the units they supervise, including revenue, employee happiness, and customer satisfaction. It explains the difficulties of transitioning from individual contributor to manager due to differences in focus and work. Some key ways discussed to improve output include focusing on measurable indicators, using processes, making decisions efficiently, providing training, motivating employees, and setting clear expectations. The overall message is that investing in people through coaching and development is vital for managers to increase organizational performance.

1. High Output
Tech Management
Tu Pham
CTO @ Eway

2. I. What Is Manager Output?

3. What Is Manager Output?
● Company revenue / profit ?

4. What Is Manager Output?
● Company revenue / profit ?
● Employees happiness ?

5. What Is Manager Output?
● Company revenue / profit ?
● Employees happiness ?
● Customer satisfaction ?

6. What Is Manager Output?
● Company revenue / profit ?
● Employees happiness ?
● Customer satisfaction ?
● Competitive product ?

7. The output of a manager is the
output of the organizational units
under
his or her supervision or influence !

8. Andrew S.Grove
(2 September 1936 – 21 March 2016)
One of the founders and the CEO of Intel,
helping transform the company into the
world's largest manufacturer of
semiconductors

9. II. Why transition
from Maker to Manager
so hard?

10. 1. Peter
principle

11. Peter principle - 1969
An employee is promoted based on
their success in previous jobs until
they reach a level at which they are
no longer competent, as skills in one
job do not necessarily translate to
another

12. 2. Maker vs
Manager
2.1. Maker
● Focus on create personal
visible output
● Work with detail level
● Hate meeting because of the
interrupt

13. 2. Maker vs
Manager
2.2. Manager
● Focus on people
● Work with abstract level
● Use meeting to collect
informations, announce
decisions, generate ideas, make
plan, improve products /
processes

14. Code scales,
humans don’t
● The same code can easily
handle both the 1 user case
and the 100,000 users case
if it’s efficient and
optimized. It’s easy to
measure.
● A manager doesn’t scale.
The work is done on
humans, not computers,
and human interactions
don’t scale.

15. 3. Suggest for
managers

16. Manager is a JOB
● What is my responsibilities?

17. Manager is a JOB
● Manage information technology and
computer systems
● Plan, organize, control and evaluate IT and
electronic data operations
● Manage IT staff by recruiting, training and
coaching employees, communicating job
expectations and appraising their
performance
● Design, develop, implement and coordinate
systems, policies and procedures
● Ensure security of data, network access and
backup systems
● Identify problematic areas and implement
strategic solutions in time
● Audit systems and assess their outcomes
● Handle annual budget and ensure cost
effectiveness

18. Everything is
process
Whether you’re compiling code, hiring
staff, or making breakfast, everything can
be modeled as a repeatable production
process. You must understanding the
elements of production — inputs, outputs,
timing, limiting steps, quality controls,
variability .
We all aim to achieve the same
thing: high quality results in less
time with least waste.

19. Focus on vital,
measurable
indicators of output
The operations of an organization are like a “black
box” in that you can’t see everything that’s
happening on a daily basis.
Train your team to select a small
number of objective, quantifiable
measures of output, with leading and
trending indicators, can be reviewed
daily and help transform a business for
the better.

20. Managerial leverage
dramatically impacts
organizational output
Doing it right means positive high
leverage actions: delegation with
supervision, training and influencing
processes with unique skills or
knowledge.
Doing it wrong means negative high
leverage actions: delaying decisions,
meddling, abdication, and unnecessary
interruption.

21. Decisions are the output
of a process framed by six
questions
● What decision is needed?
● By when?
● Who should be consulted?
● Who decides?
● Who ratifies or vetoes?
● Who needs to be informed?

22. Invest on the
human capital
In IT industry, people are the
most valuable thing. We need to
take care of each one of them.
Frequent one to one meetings
are very important.

23. Do 1-1 meeting
frequently
● Building a trusting
relationship
● Staying informed and
aligned
● Providing mutual feedback
to help each other grow
● Addressing topics prone to
getting lost in the shuffle
(e.g., career development)

24. Manage short-term
objectives based on
long-term plans
Be thoughtful about long term
plans:
1. Size your market
2. Know where you are
3. Find a hypothetical path to
meet demand.
Move towards long term plans
using short-term Objectives
(sub-goals) and corresponding
Key Results (clear, unambiguous
milestones to pace progress).

25. Manage teams by
setting expectations
and cultural values
When Complexity, Uncertainty and
Ambiguity (“CUA”), is low, a team’s
performance is influenced by
expectations (via role definitions,
setting objectives, checking-in and
reviewing performance).
When CUA is high, behavior is
influenced by cultural values (as
articulated and exemplified by the
manager).

26. Motivate employees by
“shaping the field” based
on what drives them
To increase motivation,
understand an individual’s
highest level needs, whether it’s
increasing competence or
achievement, and preferred
measure, whether compared to
others or objective benchmarks.

27. Use performance
reviews to improve
performance
Improving performance — by
providing clear task-relevant
feedback and intensifying
motivation — is paramount.
Developing an effective
assessment and message for an
employee requires both including
what’s important and leaving out
what is not important.

28. When an employee quits,
it’s the manager’s fault
When someone is dedicated and
loyal and feels their work is
unappreciated it is the failure of
the manager when they decide
to leave.
It should be high priority for a
manager to make sure the
employee feels heard and valued,
to address their issues and
retain them or transfer them to
another team within the
enterprise that meets their
needs.

29. Training is the
manager’s job
Training is the highest leverage
activity a manager can do to increase
the output of an organization. If a
manager spends 12 hours preparing
training for 10 team members that
increases their output by 1% on
average, the result is 200 hours of
increased output from the 10
employees (each works about 2000
hours a year). Don’t leave training
to outsiders, do it yourself.

30. Sometime nobody
sees you do work
As a manager, sometime your work
is done behind the scenes. Being a
manager becomes this “out of sight,
out of mind” thing where some
people will perceive you as doing
very little work.
The way that a manager shows that
they’re doing work is in observable
team member improvements. As
your people grow and develop, your
team will become stronger and more
effective.

31. III. Q&A

32. 1: How many way you have to
help your organization bring
better output?

33. 1: How many way you have to
help your organization bring
better output?
Only two: Optimize cost or
Improve performance

34. 2: How many way you have to
help your employees bring
better output?

35. 2: How many way you have to
help your employees bring
bigger output?
Only two: Training or
motivating people

36. 2: How many way you have ...

37. 3: Is it better to be a hands-on
or hands-off manager?

38. 3: Is it better to be a
hands-on or hands-off
manager?
It depends

39. 3: Is it better to be a hands-on
or hands-off manager?
“If the employee is immature in the task, then
hands-on training is essential”

40. 3: Is it better to be a hands-on
or hands-off manager?
“If the employee is more mature, then a delegate
approach is warranted.”

41. RECAP

42. The output of a manager is the
output of the organizational units
under
his or her supervision or
influence !

43. Invest on Human capital by
recruiting, training and coaching

44. Your success is the success
of others

45. Play & Learn: Business Inc

46. THE END