Library skill · Thinkers' principles
Grove-style managerial leverage audit
Audits a manager's week against Andy Grove's output view of management: whose output each activity raises, what to delegate or teach, can't versus won't, one-on-ones, and output-based key results. Use it when A manager is busy but the team's results don't move.
Not affiliated with or endorsed by Andy Grove or their companies. About these principles: Andy Grove's ideas, explained.
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Have your AI find where a manager's week has the most leverage
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Works in Claude, ChatGPT, and coding agents. On Team and Business, this library skill in your pod updates itself when we improve it.
When to use it
- A manager is busy but the team's results don't move
- A newly promoted manager still does most of the hands-on work
- Planning where a manager's time should go next quarter
What you give it
- One or two weeks of the manager's calendar with hours
- The team: who owns what and for how long
- Neighbouring teams the manager affects
- Current goals or key results and any performance gaps
What you get
A week table labelled by whose output each activity raises, own work to delegate or teach, performance gaps as can't or won't hypotheses, training and one-on-one gaps, a measures check, and three changes.
How it works
- List the week
- Map each activity to whose output it raises (principle 1)
- Check the own-work hours against maturity (principle 3)
- Sort each performance gap (principle 2)
- Check training time (principle 4)
- Check one-on-ones (principle 5)
- Look ahead (principle 6)
- Check the measures (principle 7)
- Pick the first three changes
Example
What you give it
I lead the support team at a 40-person software company: 5 agents. My week: 14h answering tickets myself, 6h in product meetings, 4h writing the help center, 3h weekly team meeting and queue review, 2h on hiring, 0h of 1:1s this month (too busy). Neha has handled billing tickets for two years; Sam joined last month and Sam's escalations are often wrong. The product team ships changes we hear about from customers first. Our goal is 'answer more tickets'.
What you get back (the start of it)
These are principles Andy Grove described publicly. Not affiliated with or endorsed by Andy Grove or their companies.
The week
| Activity | Hours | Raises | Note |
|---|---|---|---|
| Answering tickets | 14 | Own work | Mostly billing [check: share of billing tickets] |
| Product meetings | 6 | Neighbouring | Could prevent the surprise releases if support's needs are raised there |
| Help center writing | 4 | Team | Fewer repeat tickets for all agents |
| Team meeting and queue review | 3 | Team | The whole queue seen weekly [check: what changes after it] |
| Hiring | 2 | Team | Future team capacity |
| One-on-ones | 0 | Team (none held) | None this month: no view of what Sam and Neha need |
Totals: team 9h · neighbouring 6h · own work 14h · none 0h
Own work to hand over
| Task | Hours/week | Who could own it | Their experience with it | Delegate or train first |
|---|---|---|---|---|
| Billing tickets | [check: about 8] | Neha | Two years | Delegate |
The rest of this output, the full steps and the checks the AI runs before it answers are in your pod once you add the skill.
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Changelog
- v1.0.1 · · Example output now opens with the attribution and not-affiliated lines, as the skill's own checks require.
- v1.0.0 · · First release.
Sources
- Ben Horowitz, foreword to High Output Management (a16z, 2015) (read 2026-11-04)
- OKR meaning, definition and history - What Matters (read 2026-11-04)
- Inputs vs. outputs with OKRs - What Matters (read 2026-11-04)
- Committed vs. aspirational OKRs - What Matters (read 2026-11-04)