Summary of Frank Slootman's Amp It Up

Everest Media

Description

Please note: This is a companion version & not the original book.
Sample Book Insights:
#1 Leadership changes can have a huge impact on a company’s performance. Without focused leadership, millions of conflicting priorities compete with each other, and the best people in the organization get frustrated and leave.
#2 The five steps to Amp It Up are raise your standards, align your people, sharpen your focus, pick up the pace, and transform your strategy. You can try these ideas on for size and see if they fit.
#3 Raise the bar for everything you do. Don’t let malaise set in. Bust it up and raise the standards. It takes less mental energy to raise standards than it does to lower them.
#4 Alignment is important in a company as it grows, as each employee should be pulling in the same direction. MBO, or management by objectives, is a bad way to manage employees as it makes them act as if they are running their own show, and they are compensated based on their personal metrics, making it difficult to pull them off projects.

Sujets

• Leadership

Informations

• Publié par: Everest Media LLC
• Date de parution: 22 mars 2022
• Nombre de lectures: 0
• EAN13: 9781669357339
• Langue: English
• Poids de l'ouvrage: 1 Mo

Extrait

Insights on Frank Slootman's Amp It Up
Contents Insights from Chapter 1 Insights from Chapter 2 Insights from Chapter 3 Insights from Chapter 4 Insights from Chapter 5 Insights from Chapter 6 Insights from Chapter 7
Insights from Chapter 1

#1

Leadership changes can have a huge impact on a company’s performance. Without focused leadership, millions of conflicting priorities compete with each other, and the best people in the organization get frustrated and leave.

#2

The five steps to Amp It Up are raise your standards, align your people, sharpen your focus, pick up the pace, and transform your strategy. You can try these ideas on for size and see if they fit.

#3

Raise the bar for everything you do. Don’t let malaise set in. Bust it up and raise the standards. It takes less mental energy to raise standards than it does to lower them.

#4

Alignment is important in a company as it grows, as each employee should be pulling in the same direction. MBO, or management by objectives, is a bad way to manage employees as it makes them act as if they are running their own show, and they are compensated based on their personal metrics, making it difficult to pull them off projects.

#5

Organizations are often spread too thinly across too many priorities, and too many of them are ill defined. It is easy to lose sight of the big picture when drowning in day-to‐day obligations.

#6

The pace of an organization is set by its leaders. When you have a troubled organization, there is no urgency. People have to be there anyway, so why rush. Change the pace by applying pressure and being impatient.

#7

Once you have developed relentless execution, you will become a better strategist. Strategy can become a force multiplier for your efforts. Thinking about strategy taxes a different part of your brain than thinking about execution.

#8

Leadership is a lonely business. You live with uncertainty, anxiety, and the fear of personal failure. The stakes are high, and there is no manual or how-to guide.

#9

The mentality of living up to your potential has kept up with me ever since. I am not good at celebrating victory laps or self‐congratulation, because I am so focused on the next thing.

#10

I graduated from the Netherlands School of Economics, Erasmus University Rotterdam, with cum laude honors. I never failed a single exam, and I moved through the curriculum quickly. I was offered a follow‐up internship at Uniroyal, a tire company that also made Naugahyde upholstery.

#11

I wanted to prove myself as a product manager, but I was not able to do so at Burroughs/Unisys. I then went to work for a time‐sharing company in Ann Arbor called Comshare, which was developing decision support systems.

#12

I had spent 18 months or so in their Michigan office. Compuware had acquired a Dutch company called UNIFACE, which developed cross-platform applications software. I took on the entire operation, which seemed in disarray. We managed to stabilize it.

#13

I still try to hire more for aptitude than experience. We don’t always require been-there-done-that types. Check for hunger, attitude, and innate abilities.

#14

I left the Midwest and moved to Silicon Valley in mid‐2000. I began to network more, and learned that my seven years at Compuware, and all the things I had done there, impressed few people in the Valley.