Chapter 3 of Andy Grove’s “High Output Management,” titled “Managerial Leverage,” is 32 pages of incredibly crystalized thinking. A few gems... amazon.com/High-Output-Ma… 
“My day always ends when I’m tired and ready to go home, not when I’m done. I am never done. There is always more to be done, more that should be done, always more than can be done.” ~Andy Grove, 1983, p 47
“The information most useful to me comes from quick, almost casual verbal exchanges. So why are written reports necessary at all? Their value stems from the discipline and the thinking the writer is forced to impose upon himself...” 1/2
”Reports are more a medium of self-discipline than a way to communicate information. Writing the report is important; reading it often is not.” ~Andy Grove, 1983, p 48 (2/2)
“To improve and maintain your capacity to get information, you have to understand the way it comes to you. There’s a hierarchy involved... Each level in your information hierarchy is important, and you can rely on none alone...” (1/2)
“Your information sources should complement each other, and also be redundant, because that gives you a way to verify what you’ve learned.” ~Andy Grove, 1983, p 49 (2/2)
“A shared corporate culture becomes indispensable to a business. Someone adhering to the values of a corporate culture—an intelligent corporate citizen—will behave in consistent fashion under similar conditions...” (1/2)
“...which means that managers don’t have to suffer the inefficiencies engendered by formal rules, procedures, and regulations that are sometimes used to get the same result.” ~Andy Grove, 1983, p 50 (2/2)
“Information-gathering is the basis of all other managerial work, which is why I choose to spend so much of my day doing it.” ~Andy Grove, 1983, p 51
“[‘Nudging’] is an immensely important managerial activity...and it should be carefully distinguished from decision-making that results in firm, clear directives. In reality, for every unambiguous decision we make, we probably nudge things a dozen times.” ~Andy Grove, 1983, p 52
“Values and behavioral norms are simply not transmitted easily by talk or by memo, but are conveyed very effectively by doing and doing visibly.” ~Andy Grove, 1983, p 52
“The single most important resource that we allocate from one day to the bext is our own time. In principle more money, more manpower, or more capital can always be made available, but our own time is the one absolutely finite resource we each have...” (1/2)
“How you handle your own time is, in my view, the single most important aspect of being a role model and leader.” ~Andy Grove, 1983, p 53 (2/2)
“Leverage can also be negative. Some managerial activities can reduce the output of an organization. Suppose I am a key participant at a meeting and I arrive unprepared. Not only do I waste the time of the people attending the meeting because of my lack of preparation...” (1/2)
“—[which is] a direct cost of my carelessness—but I deprive the other participants of the opportunity to use that time to do something else.” ~Andy Grove, 1983, pp 55-6 (2/2)
“The art of management lies in the capacity to select from the many activities of seemingly comparable significance the one or two or three that provide leverage well beyond the others and concentrate on them.” ~Andy Grove, 1983, pp 58-9
“Avoid the charade of insincere delegation, which can produce immense negative managerial leverage.” ~Andy Grove, 1983, p 60
And there is SO much more. The rest of the book is well worth reading—Chapter 3 is superlative guidance for ANY leader. Thank you for leaving us such a gift, Andy Grove. amazon.com/High-Output-Ma…
