Managing

The operational side of having a team, day to day — who's on it, what matters most, how work gets built. Distinct from Leading's identity work and People Management's hiring/onboarding/comp.

Try It

Andy Grove's framing in High Output Management is the starting point: a manager's own output isn't their personal activity, it's the output of the team they influence. The weekly loop below is how that leverage actually gets applied — day to day, not once a quarter.

1

The Weekly Loop

1

Know where things stand — who's working on what, what's blocked, what changed since last week. You can't apply leverage to a problem you don't know exists yet.

2

Re-prioritize against the goal, not the loudest voice — a new fire doesn't automatically outrank the quarter's actual Performance goal. Check against it before reshuffling the week.

3

Unblock before you add — clearing one blocker usually frees up more real capacity than assigning one more task.

4

Run the 1:1 cadence — the single highest-leverage recurring tool a manager has. Covered on its own page: 1:1s.

Watch-out

How directive or hands-off to be isn't a fixed personal style — it changes person by person and task by task. See Leadership Styles' Situational Leadership model rather than defaulting to the same approach with everyone on the team.

This page is still being built out. First piece so far:

Managing

1:1s

The structure, cadence, and in-the-moment feedback script for the weekly meeting that does the most work.

Delegation

Running Effective Meetings

Try It

Paste this into ChatGPT, Claude, or whatever AI tool you use:

Help me re-prioritize my team's week. Ask me to list what's currently in flight, what's blocked, and what changed since last week, then ask me to name the single Performance goal this quarter is actually tied to. Have me check each item against that goal, flag anything that's drifted onto the list just because it's loud or recent, and help me decide what to unblock first before I add anything new.