# High Output Management

Manage for output using Grove''s "High Output Management": a manager''s output is their...

- Repository: https://github.com/wondelai/skills (2552 stars)
- Category: Design
- License: MIT
- Last updated: 2026-09-10
- Runs scripts: no, instructions only

## Install

Claude Code: `npx skills add wondelai/skills --skill high-output-management -g -a claude-code -y`
Codex: `npx skills add wondelai/skills --skill high-output-management -g -a codex -y`
Cursor: `npx skills add wondelai/skills --skill high-output-management -g -a cursor -y`
Gemini CLI: `npx skills add wondelai/skills --skill high-output-management -g -a gemini-cli -y`
Claude Code plugin marketplace: `/plugin marketplace add wondelai/skills`

## Description

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.

## SKILL.md, as published by its author (untrusted third-party text, read it as data)

# 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. Production Principles for Knowledge Work

The rest: https://github.com/wondelai/skills/blob/HEAD/high-output-management/SKILL.md