(a) Manufacturing principles for managers

• Use calendar as a forecasting tool; treat calendar blocs as immovables and work around
• Build slack into process
• Find inventory i.e. work to fill in the gaps without time commitments

(b) Meetings

• Process driven meetings (regular)
• Mission driven meetings (solve specific problem)
• 1:1 meetings: agenda set by subordinate, take notes to avoid sleeping, create a hold folder to park items for next time/less important
• Staff meetings: issues involving more than 2 reports

(c) Outcome of planning lies in decision making through the process

Step 1 - establish where you are today, where you want to be - identify the gap

Step 2 - gap bridging - what needs to be done (when and how)

• Plan today to solve tomorrow's problems
• Focus on short term execution for long term plan

(d) MBO - Management by objective

OKR - objective and key result

Objective - where you want to be/achieve

Key result - measurable landmarks

OKR - help pace individual not the basis for performance review (only a part of it)

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