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From YouTube: High Output Management Book Discussion
Description
Sid (GitLab CEO and co-founder) and Josh (Learning & Development) discuss the book High Output Management by Andrew Grove, and the impact it has on GitLab.
Learn more about High Output Management at GitLab: https://about.gitlab.com/handbook/leadership/high-output-management/
CEO Handbook Learning Sessions: https://about.gitlab.com/handbook/leadership/high-output-management/
A list of topics covered are below:
1. Overview of High Output Management
2. Dual reporting structures
3. Making decisions
4. 1-1 meetings
5. Training is the Boss's job
6. Importance of emotional intelligence
7. Why GitLab managers should read the book
A
A
It's
a
book
by
andy
grove
and
it
is
our
ceo's
favorite,
there's
a
lot
of
great
management
practices
that
we've
extracted
from
that
book
and
actually
applied
it
into
git
lab.
So
I
wanted
to
bring
sid
along
on
the
call
to
talk
about
the
book
what
it
means
for
git
lab
and
discuss
some
of
the
topics
at
a
high
level.
Sid.
Thank
you.
So
much
for
joining
us
here
today
really
appreciate
your
time.
Thanks.
A
B
I'm
not
particularly
fond
of
reading
books,
because
it's
such
a
big
time,
investment
and
most
books
should
have
been
a
blog
post.
Instead,
this
was
recommended
to
me
by
so
many
people
that
at
some
point
I
caved
and
said:
okay
I'll
read
it
and
it
was
totally
worth
it.
It
was
dense
and
action-packed
and
I
loved
it.
I
think
it
contains
so
many
very
valuable
lessons
that
it
should
be.
Anyone
in
management
in
a
commercial
organization
or
for-profit
organization
should
read
this
book
and
probably
also
not
for
profits.
A
Wow
yeah,
that's
that's
a
great
point
and
you
mentioned
you
know
you
think
some
management
books
could
be
just
a
blog
post
and
maybe
they're
stretched
out
into
a
whole
book.
But
I'm
curious,
you
know:
could
we
dive
a
little
diff
deeper
into
maybe
what's
different
about
this
book
than
other
management
books
that
you've
read.
B
B
B
A
Yeah
completely
agree,
I
felt
like
the
dual
reporting
structure
chapters
I
I
felt
like
I
was
reading.
You
know
some
of
our
handbook
pages
as
I
was
going
through
those
chapters
definitely-
and
I
I
also
feel
like
the
the
one-to-one
meeting
between
a
manager
and
a
direct
report,
is
really
a
central
tool
for
leading
teams
covered
in
the
book.
I
know
at
gitlab
they're,
really
a
fundamental
core
component
to
how
managers
and
their
direct
reports
work
with
one
another.
So
I'm
curious.
B
Yeah
for
sure,
and
first
of
all,
it's
it's
an
essential
tool
like
as
a
manager.
You
leverage
yourself
through
your
reports.
So
that's
everything
like
when
I
heard
in
other
organizations
managers
have
a
call
with
their
reports
every
two
weeks,
every
three
weeks.
I
think,
that's
bonkers.
I
think
that
doesn't
make
any
sense.
How
are
you
going
to
achieve
maximum
leverage?
If
you're
not
communicating
very
closely
with
your
reports,
then?
The
second
thing
I
learned
is
in
the
book
they
talk
about.
The
level
of
detail
depends
on
the
person.
B
I
think
that's
a
very
good
observation.
If
someone's
new,
you
micromanage
and
you
go
to
mesa,
manage
and
then
you
go
to
macromanage,
but
I
think
one
thing
we're
doing
in
addition
in
get
lab
is
it
doesn't
just
depend
on
the
person.
It
also
depends
on
the
subject.
Someone
might
be
very
experienced,
but
something
might
be
new
to
them.
So
at
gitlab
in
the
agenda
we
also
have
sections
that
contain
like
very
fundamental
things
like
feedback.
B
We
also
have
a
section
about
hallway.
Just
like
this
is
not
important,
but
we're
gonna
go
dive
into
it,
because
I
think
you
might
not
be
seeing
something
or
as
something
I
think
might
be
interesting
to
you.
So
the
book
says
vary.
The
style
per
person
totally
agree,
but
also
vary.
It
per
subject
that
you're
discussing.
A
B
Much
like
if
someone
just
onboards
in
the
organization,
even
if
they're
extremely
experienced
beforehand
like
have
three
one-on-ones
through
the
week
and
have
them
say,
look
I
I
don't.
We
can
reduce
the
frequency
if
you
make
instead
of
you,
making
that
call
it's
your
job
to
be
available
to
them
and
make
sure
they
run
the
meeting
like
they
should
prep
for
the
meeting.
They
should
run
it.
They
should
allocate
time
in
the
meeting.
My
best
reports
take
ownership
of
the
meeting
and
walk
me
through
it
and
they
use
it
as
an
opportunity.
B
Not
sure
I
totally
agree
with
that
goal,
because
I
think
if
you're
there
should
be
some
teaching
and
learning
and
but
I
I
think
it's
very
important-
that
the
initiative
and
the
directive
is
with
the
report
to
a
huge
extent.
The
report
says:
hey.
We
got
to
discuss
this
because
this
is
important
and
urgent.
A
Yeah
completely
agree,
you
know,
and
and
moving
on
you
know
as
a
as
a
learning
development
professional.
I
really
love
the
chapter
on
training
as
the
boss's
job
and,
and
this
really
put
ownership
that
managers,
you
know,
should
be
spending
a
lot
of
their
time,
developing
their
team
members
on
key
skills.
You
know
it's
carving
out
time
within
the
day
to
upskill
and
reskill
your
people
on
how
to
do
their
job
now
and
in
the
future,
and
I
think
you
know,
as
git
lab
moves
forward.
A
B
Yeah,
I
think
again
it's
important
that
the
initiative
is
with
the
report.
So,
for
example,
we
just
had
the
self-assessments
for
my
reports
and
the
section
had
development
like
what
skills
do
you
want
to
grow
and
there
were
great
suggestions
in
there.
I
want
to
do
more
external
events
and
I
need
media
training.
I
want
to
get
a
coach
I
want
to.
I
welcome
opportunities
to
take
a
board
seat.
Someplace
else,
so
ask
about
it
and
create
reports
will
have
an
idea,
also
service
opportunities.
B
Recently
there
was
a
board
seat
at
an
organization
that
became
available
was
offered
to
me,
but
we
looked
at
it.
We
thought
it
also
was
appropriate
for
reports,
so
we
offered
the
opportunity
to
report
like
it's.
You
want
to
leverage
yourself
and
give
the
your
reports
the
opportunity
to
to
grow
so
service
opportunities,
make
it
a
formal
part
of
career
development
and
work
with
them
and
indicate
blind
spots.
Hey.
B
A
Yeah,
it's
a
great
point.
I
think
I
think
the
area
around
servicing
opportunities
as
well
is
really
important.
Our
handbook
has
so
much
information
and
you
know
gitlab
we've
invested
in
you
know,
linkedin
learning,
a
new
learning
experience
platform,
I
think,
as
a
manager,
you
can
carve
out
time
to
point
your
employees
to
those
resources
that
are
relevant
to
their
job
as
well,
using
what
we
have
internally
that
we
already
have
available
as
well.
A
Yeah
definitely
definitely-
and
you
know
I
feel
like
in
the
book-
there's
there's
so
many
topics
covered
regarding
management,
but
I
did
feel
like
one
area
that
maybe
was
lacking
a
little
bit
was
around
emotional
intelligence
and
I
feel
like,
as
a
people
leader,
it's
really
critical
to
be
in
tune
with
your
people's.
You
know,
well-being
on
a
personal
and
a
professional
level,
and
the
way
to
do
that
is
through
emotional
intelligence.
Getting
to
know
your
people
on
an
individual
level.
A
B
Yeah
for
sure
it's
important
and
the
book
might
have
like
it
would
be
a
better
book
if
there
was
more
time
dedicated
to
that.
I
think
one
very
important
emotional
intelligence
skill
is
like
the
level
at
which
you
manage
your
report,
the
varying
between
the
macro
meso
and
micro
management,
depending
on
the
report
in
the
subject
matter.
So
I
think
that's
that's
a
very
important
skill
that
I
don't.
B
I
I
see
a
lot
of
books
that
say
well,
emotional
intelligence
is
important,
and
then
they
lack
concrete
advice
other
than
that,
it's
it's
important
and
some
generic
advice.
So
I
think
it's
that
is
a
very
important
emotional
intelligence
part
which
is
called
out
rightly
in
the
book,
but
it
could
be
more
and
I
think,
we've
we've
also
learned
since
the
80s
about
everything
that
goes
into
management.
A
That
yeah,
that's
a
great
point.
I
think,
since
you
know
the
times
have
changed
so
much
that
emotional
intelligence
has
become.
You
know
more
and
more
important.
As
we've
studied,
you
know
management,
so
you
know.
Lastly,
I'm
curious,
you
know
why
would
you
recommend
managers
and
team
members
to
read
this
book.
B
B
The
the
hard
thing
is
making
them
all
happen
on
time.
With
the
limited
amount
of
time
you
have
to
invest
in
them.
It's
a
management
is
a
timing
problem.
Any
management
problem
can
be
solved
with
more
attention.
The
question
is,
and
then
the
book
it's
the
breakfast
factory.
How
do
you
make
sure
everything
is
finished
at
the
same
time?
And
I
think
that's
super
important
and
also
a
lot
of
gitlab
policies
are
either
directly
from
the
book
or
they
were
an
inspiration
for
for
the
gitlab
policy.
B
We
took
that
and
we
made
that
into
a
decision-making
model
where
we
say
we
are
a
consensus
organization
when
we're
in
the
information
gathering
stage,
and
we
are
a
hierarchy
when
we
need
to
make
a
decision,
there's
a
single
dri
and
they
make
the
decision,
and
I
think
in
that
way
we're
going
beyond
the
book.
But
I
think
the
book
is
a
great
foundation
for
anyone
who
has
to
manage
people.
A
Yeah,
I
completely
agree
and
anyone
watching
this,
who
is
a
git
lab
team
member.
You
are
able
to
expense
the
book.
I
would
recommend
you
know
grabbing
a
copy
anytime,
you
can
you
can
get
it
at
amazon
or
any
other
book
distributor,
but
you
can
expense
the
book
and
definitely
read
it.
I
know
for
me,
I
got
a
ton
out
of
just
understanding,
gitlab,
more
and
understanding.
You
know
where
this
company
is,
and
you
know
how
how
we
created
a
lot
of
these
policies
and
processes.
So
thank
you
so.