Output Thinking: Outputs (Part 1) | Lazy Leverage #6

Lazy Leverage

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John and I discuss the essential ideas from his new book about Output Thinking.

He explains that many obstacles in business, particularly barriers to scaling, often stem from a lack of clarity about expectations.

The role of employees, he argues, is not merely to do work, but to produce outputs.

This requires a shift from traditional org chart thinking to a more systematic view, where the emphasis is on the results or outputs of each role.

However, this output-focused approach should consider 'shadow' or 'phantom' outputs, unanticipated actions that aren't officially part of someone's job but contribute value.

The discussion covers the importance of recognising the variability in people's ability to deliver outputs, and the critical role of managing these outputs.

Output-thinking is presented as the key that lets workers play to their strengths, ultimately leading to more efficient and successful businesses.

00:00 Introduction and Discussion on Output Thinking

00:59 Understanding the Importance of Output Thinking in Business

01:13 The Role of Employees in Output Thinking

01:55 The Misconceptions about Job Creation and Output Thinking

02:20 The Frustrations of Business Owners and the Need for Clear Expectations

03:23 The Different Types of Outputs in a Business

03:45 The Nature of Labor and its Relation to Output Thinking

05:00 The Impact of Output Thinking on Employee Satisfaction and Identity

05:58 The Connection between Output Thinking and Systemization

09:06 Understanding Phantom Outputs and their Impact on Business

11:31 The Role of Outputs in Sales and Marketing

33:54 The Promise of Output Thinking and its Benefits