The Hard Thing About Hard Things
The Hard Thing About Hard Things

The Hard Thing About Hard Things

Ben Horowitz
Full Title
The Hard Thing About Hard Things
Last Highlighted
June 20, 2015 11:56 PM (CDT)
Last Synced
June 8, 2023 1:13 PM (CDT)

Andy Grove does the math and shows that the opposite is true: Training is, quite simply, one of the highest-leverage activities a manager can perform. Consider for a moment the possibility of your putting on a series of four lectures for members of your department. Let’s count on three hours preparation for each hour of course time—twelve hours of work in total. Say that you have ten students in your class. Next year they will work a total of about twenty thousand hours for your organization. If your training efforts result in a 1 percent improvement in your subordinates’ performance, your company will gain the equivalent of two hundred hours of work as the result of the expenditure of your twelve hours.

Note: Why training needs to be my prioirity

Enforce functional training by withholding new employee requisitions. As Andy Grove writes, there are only two ways for a manager to improve the output of an employee: motivation and training. Therefore, training should be the most basic requirement for all managers in your organization. An effective way to enforce this requirement is by withholding new employee requisitions from managers until they’ve developed a training program for the TBH, “To Be Hired.”   Enforce management training by teaching it yourself. Managing the company is the CEO’s job. While you won’t have time to teach all of the management courses yourself, you should teach the course on management expectations,

Note: good structure for training