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Body of Knowledge · Glossary

Managerial leverage

Grove's framing that a manager's output is the output of the organisation under them, and that activities differ in how much output they produce per hour spent. An hour spent making a delegation clear pays back across every hour the delegate then spends on it.

Where the standard develops it

Related terms

Calibration
Aligning evaluation standards across interviewers, managers or organisations so that the same capability or performance earns the same judgment.
Accountability without fear
Clear ownership and honest consequences for patterns of unaccountability, combined with real safety for honest error.
Brilliant jerk
A high performer whose behaviour breaches the team's values.
Conditions gap
Underperformance caused by what the person was not given (clear requirements, access, time, a functioning team) rather than by a lack of skill or will.
Decision rights
The explicit statement of who may decide what, and at which level of authority.
Delegation brief
The written form of a delegation for anything larger than a day's work: outcome, constraints, authority level, who else is involved, and when the work is next reviewed together.
Disengagement signals
Withdrawal, cynicism and ideas that stop coming.
Fair process
A decision people accept even when it goes against them, because they were heard, the reasoning was explained, and what is expected next is unambiguous.

Engineering Management Academy. (2026). Managerial leverage. In Engineering Management Academy Body of Knowledge (Version 3.1, GLO.managerial-leverage). https://www.engineeringmanagement.academy/body-of-knowledge/glossary/managerial-leverage