High-Leverage Activities
Multiplying Your Impact
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Herb Lipsman
As we are preparing to launch SOZO Clubs Inc., I have been diving deep into the challenges that startups face... and how great founders overcome them. One resource that has resonated with me lately is High Output Management by Andy Grove, the legendary Co-Founder and CEO of Intel.
Though written decades ago, Grove's insights are as relevant today as ever. One concept leapt out to me, not because it was new, but because it affirmed a truth I have lived by for years: the power of high-leverage activities.
High-leverage activities are those intentional efforts that yield disproportionate results. These are the 20% that drives 80% of the outcome. In a world of endless to-do lists and competing demands, these are the moves that move the needle. Here are some examples:
- One-on-one meetings with staff and members;
- Off-site team-building experiences;
- Staff training and professional development;
- Strategic planning sessions;
- MBWA (Managing By Wandering Around);
- Personal workouts;
- Taking time off to recharge;
- Active listening;
- Independent learning and study.
These actions create long-term ripple effects. They strengthen culture, sharpen execution, deepen relationships and improve decision-making. They multiply, not just add, value to the organization.
Grove reminds us that every leader, no matter how senior, faces the same fixed constraint: time. We all get 24 hours a day. The difference between those who succeed and those who stagnate is not effort; it's focus.
The key is not just working harder but being ruthlessly intentional about where we direct our time and energy. Every minute we spend is a choice. The most successful people are those who choose to spend theirs on what matters most.
As we build SOZO, I'm keeping this front of mind. What we focus on today will define who we become tomorrow.
Two Practical Examples of High-Leverage Activities:
- One-on-One Conversations: Imagine sitting down with an employee for a dedicated, distraction-free conversation. You ask how things are going in their role: what's working, what's not, where they need support... You show genuine interest in their wellbeing by asking if anything in their personal life is affecting their work, either positively or negatively. Then, you invite their perspective on how the organization can improve. This single conversation can build trust, uncover hidden issues and create a stronger sense of alignment and engagement. It's a small investment of time with massive downstream impact. In addition to strengthening your relationship with this employee, this employee will be motivated to conduct one-on-ones with their co-workers and members, thereby multiplying the positive impact.
- Training and Development: Consider launching a program that pays employees on an ongoing basis to build leadership, management or technical skills. This isn't a one-time workshop; it's a sustained investment in their growth. Over time, this enables them to contribute at a higher level, take on more responsibility and feel more deeply connected to the company's mission. The organization benefits from stronger performance, fewer mistakes, higher retention and a bench of future leaders.
For more insights like this, see Herb's book, Caring (The Sequel) at bit.ly/herb-lipsman-caring.
