Agent skill · wondelai
high-output-management
Manage for output using Grove''s "High Output Management": a manager''s output is their organization''s output, raised by high-leverage activities. Use when the user mentions "high output management", "managerial leverage", "one-on-ones", "1:1 agenda", "OKRs", "performance review", "task-relevant maturity", "delegation", "meeting overload", "new manager", "how do I run a 1:1", or "just got promoted to manager". Also trigger when structuring a manager''s calendar and meeting cadence, designing team metrics, running planning, coaching delegation, or preparing performance reviews. Covers leverage, production principles, meetings as the medium of management, decisions, OKRs, and task-relevant maturity. For intrinsic motivation, see drive-motivation. For a company operating system, see traction-eos.
What it needs
About 12k tokens when loaded.
What this skill does
High Output Management Manage teams the way Andy Grove ran Intel: a manager's output is not what the manager does — it is what their organization produces. This skill turns High Output Management into auditable practice: production principles for knowledge work, output indicators, managerial leverage, meetings as the medium of management, clean decisions, OKRs, and a management style matched to task-relevant maturity. Core Principle A manager's output = the output of their organization + the output of the neighboring organizations under their influence. Nothing a manager does — emails, meetings, reviews, decisions — counts in itself; it counts only through how it raises that combined output. Since managerial time is the scarce input, the craft reduces to one question asked relentlessly: of everything I could do right now, what creates the most output per hour spent? Choose high-leverage activities; eliminate negative-leverage ones. Scoring Goal: 10/10. Rate management practices, calendars, and processes 0-10 against the principles below. State the current score and the specific changes needed to reach 10/10. 9-10: Output indicators with quality pairs, subordinate-owned 1:1s on a TRM-based cadence, delegation with task-level monitoring, OKRs that stretch without driving pay, calendar built around forecasted key events 7-8: Process meetings run well, but a few activity metrics, ad hoc decision meetings, or skipped training sessions remain 5-6: 1:1s happen irregularly, indicators track busyness, delegation is all-or-nothing, planning produces documents instead of actions 3-4: Management by interruption: status theater, decisions made by rank, reviews as annual surprises 0-2: No 1:1s, no indicators, firefighting as the operating mode, output invisible and unmeasured Framework 1. …
How to use it
Reference it in AdaL, Claude Code, Cursor or any coding agent — nothing to install:
@skills wondelai/high-output-management--37f526