8.30.2002

Managers should serve their team

An executive at the company I work for asked to see a demo of the product I have been working on. As I was showing him the complex functionality available in the 40+ screen web application, he was in awe at how all this could be accomplished by 2 people in just 8 weeks, working for a difficult customer, and using a new technology. I took his flattery politely, but began thinking how it was that we were able to accomplish such a feat. Parallel to our efforts, another team was working on a related and much more complex project using beta technology. They too were making incredible progress. What was it that made this possible?

Well, of course, it is a number of things. But one stuck out as a topic worth discussing (is that what I am doing, discussing? feels more like a monologue, but whatever). The relationship between manager and subordinate appears to be a one-way relationship; the subordinate does what the manager wants. However, an effective organization fosters a bi-directional relationship. While it is obvious that the subordinate, by definition, must serve the manager, the opposite is equally as true.

Let me explain. A manager does not usually engage in the heavy lifting that the subordinates count as their daily jobs. My manager does not (usually) write code, write specifications, design applications, or configure installations. He, well, he manages, organizes, communicates. These tasks typically serve outsiders to the group, customers, executives, the board. But the manager can and should be an effective member of the team. How can he be if he doesn’t perform the functions that the team members perform? He can serve the team!

Every day a manager should ask herself, “How can make/keep the team working effectively?” Well, one easy way is to just keep the team working. There are plenty of distractions that pull the team from their primary responsibility. Customers may bug developers for a new feature and sales may bug developers for some new feature that a potential client mentioned in passing. The manager must be the gatekeeper to the team, providing a wall between these distracters and the productive team. The manager should note these queries and prioritize and assign them as necessary. Don’t let the developer get into an hour-long discussion about the usefulness of a feature that will likely never get into the product anyway. Now this manager task is well known, but there are more.

Teams also distract themselves. They get caught up in feature creep, worry about the minutia, fret over the difficult customer, and stray from the path. The manager must constantly remind the team what is important. For our team, it is accepting a complete order, front-to-back, on our new system. Whether all the check boxes line up or not is certainly important to both usability and product credibility. However, the immediate goal is clear – a complete order, front-to-back. So the manager must keep everyone focused on that goal.

A manager must make sure that the team has all of the tools they need to perform their job. Correction, the manager must make sure that the team has all of the most appropriate tools to perform their jobs. Outdated, half-broken tools are not as effective and new tools are typically worth the price for the increased productivity. Tools also includes training and information. Rather than learning on the job, a carefully selected training class can provide many times the return for the cost in both money and time.

But wait, there is more. There are the simple things. My manager even does the simple things like ordering and picking up dinner. A simple task that keeps 8 developers working. Dinner is just one of many “quality-of-work” tasks a manager can perform to keep the workers productive and happy. These may seem like things that a manager is “above”. Isn’t fetching food the job of a junior developer? Well, not if the junior developer is working on tasks toward the goal. Shouldn’t a manager delegate these simple responsibilities and focus on things that are his specialty, that he can be more productive at? Remember, a single manager serves a team of many, and by serving many he is keeping the entire team more productive. And as a manager, you are most likely rated not merely on your own performance, but on the performance of your team as a whole. So you are indeed serving your own cause by serving your team.

The key here is for the manager to remove distractions so the workers can focus on the critical path items. My manager is excellent at that very task, while still being able to perform his outward-facing duties, and that is one of the reasons why we are a more productive team.

posted by Solution Junkie at 5:56 PM [permalink]
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8.22.2002

Some things are still free, if you think about it

Seth Godin is a smart man. Well, I won't go quite that far (because I don't really know him). Seth Godin is a thinking man, and that seems to be a rare species these days. The proof lies in his most recent blog entry which asks How much does style cost? [August 06, 2002 (no permalink)]

Chemist of the Ideavirus, Seth uses Hershey Park to demonstrate that STYLE IS FREE. While Disneyworld has a consistent "interface", Hershey has brass bands playing "Hawaii Five-O". While Disney makes signs that are easy and fun to read, Hershey sports over 100 different fonts. Surely it wouldn't have cost Hershey any more money to add some style to it's park.

But does this kind of stuff really matter? YOU BET IT DOES! First, there is the "life" that style projects. Seth uses the example of Apple Computer stores. Every store has a clean, consistent look-and-feel. It's inviting and easy. Everything about the store projects the message that Apple is trying to communicate. Apple is a lifestyle brand; people buy Apple's because they associate with the lifestyle that Apple is trying to project (please forgive such a blanket statement). Second, the jumble of places like Hershey Park actually makes people feel on edge, rushed, and confused. You may think that a bit of a stretch, but there have been myriad studies that prove this point, I just don't have one in this pair of pants.

Why so some organizations have this barely tangible asset of style? Simple, some organizations stop to think. While some organizations realize that it is important to have signs indicating that a ride is not suitable for children, other organizations realize that the sign should be visible from where you get in line, so you don't have to waitin line for an hour with whinning children before you find out they can't even get on. It doesn't cost any more money to put a sign in one place instead of another. Disney is a thinking organization. Apple is a thinking organization. Do you belong to a thinking organization?

posted by Solution Junkie at 6:24 PM [permalink]
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8.21.2002

Taking the Lead

Time to talk about taking over a leadership position, since I am doing a bit of that myself these days (see yesterday's entry). Ironically, Fast Company has another list that addresses this exact topic. 18 Ways to Make a Sudden Impact continues in the Fast Company tradition of information overloading, offering more information than we can reasonably process, and filling space with low-value bits. Take #16, "Be wary of reckless re-engineering." Ironically (again with the "ironically"), I imagine that Fast Company readers are more likely to make this mistake than anyone. So maybe it's good that they put it in.

Let's focus on the few important items that can make the biggest impact with the least effort. Note that I said least effort, not little effort; there is a difference.

First, listen carefully, to everyone that has something to say. This accomplishes a couple things at once. You'll get an understanding of where the organization stands and what issues are important. If you want to be a successful leader, you cannot force your agenda on the organization; listen to the people because you might learn some things you didn't know. Listening also demostrates that you value input and ideas from everyone, and that you are serving the organization rather than using it for your own gain.

Second, identify the smart, energetic, homerun hitters that will form the core of your team. These people will become a great channel for two-way communication, help you promote your ideas, and get in the trenches with you. You must find the people that will fit well in your new environment, not necessarily the ones that have been successful in the past. Why will these people help you? Because you value their opinion, and people love that. And because you have invited them into your inner circle, and they want to succeed just like you do.

Third, embrace those that disagree with you. These people will challenge you, and that will likely produce one of two advantageous outcomes. First, their objections could help you strengthen and focus your message, which will help you win over the next objector. Second, you might learn something, change your mind, and make the right decision, even if it wan't your initial idea.

Finally, one the FC doesn't cover, establish and communicate your goals. You need to know what you are working toward. And so does everybody else, if you want them to help you. After all the listening and thinking, piece together your goals for the organization, and help everyone else embrace them with you. Then you will all be moving in the same direction.

I'll keep you informed progress with my new organization. Don't be afraid to share with me the experiences you have with yours.

posted by Solution Junkie at 12:56 PM [permalink]
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8.20.2002

Big Day

Well, it was a big day for the Junkie. First, I launched SolutionJunkie.com. Sure, it's only an initial version, but it starts the momentum for some greater. This site will focus on software reliability, approaching it from many angles -- software development, design, and architecture, UI design, and methodology. Check it out.

Second, my first article was published on ASPToday.com. This isn't one of those sites that just publishes whatever they are sent. ASPToday is run by Wrox Press. I submitted a query letter with an abstract, signed a contract, had a deadline, feedback from reviewers, revisions, and got paid. Ah, hopefully one of many more. This was one of my New Year's resolutions that I get to check off.

Third, I was named President of the Boston Chapter of the Worldwide Institute of Software Architects. Getting involved in running an organization like this was actually a resolution a couple years ago, but better late than never. This is a wonderful opportunity to network, learn, socialize, and evangelize.

Forgive me for using my space as a self-serving journal today, but it was a pretty cool day, and I think I'm entitled to a little leeway. On the other hand, maybe this will serve as inspiration for some of you to get to those things that have been on your lists for a while. Contribute! It's the new laziness.

posted by Solution Junkie at 7:48 PM [permalink]

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8.14.2002

What I learned in my own absence

Forgive me for not updating in a month. My current project leaves me with little personal time, even during my 12 hour days. The little time I do have goes directly to my latest obsessions, table tennis (we have a table in the office).

However, I did learn a few things during my time away from blogging. Here they are:

• "Was a great company leader" is not equal to "Is a great company leader". Just because someone was a great leader in the past does not mean that they are still a great leader. This basically boils down to the fact that knowing how to lead and taking the action are different things. Why would a once great leader now leave a company leader-less? Well, things change. Maybe she made her money on the last big thing and has lost the drive for excellence this time around. Maybe the culture is too different. Maybe she forgot what got her there. There are plenty of excuses.
• Hire hungry people. Once people have achieved a level of success, it appears difficult for them to maintain the drive that got them there. On a number of occasions, I have seen good, smart people just giving it half-effort. I guess they no longer have the carrot at the end of the stick. If you hire people that are hungry, you can be more sure that they have the fire to excell.
• Productivity decreases as the number of available excuses increases. This is just human nature. If you know you have an excuse, it's hard to avoid using it. When you know there is a good excuse that could help you explain yourself out of something, you will have a hard time motivating yourself to get the job done. Why work so hard when you know you can get away with something less? It takes an especially strong person to ignore the excuse and press on. The most important thing a manager can do for his team is to make sure all the excuses are removed. Make them non-issues, and no one can fall back on them.

I know I am making sweeping generalizations here, but they do provide a guide. I won't use my excuse of a difficult project to avoid writing in this blog any more.

posted by Solution Junkie at 12:59 PM [permalink]

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