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Archive for the ‘Management’ Category

hire the best

February 24th, 2009 No comments

I recently had a conversation with some managers regarding their hiring criteria.  They were looking at candidates that could fulfill the role that was advertised. I presented them with a different perspective that has caused much followup discussion.

hire_the_best_iIn the graphic above, the yellow dot indicates the work capability of the team.  The blue dot is meant to indicate the expected contribution of candidate.

hire_the_best_iiIn this graphic, the green dot indicates another candidate with what we expect to be able to contribute more than the blue dot.  Bringing someone into the team that is capable of a higher level of work output also tends to raise the output level of the whole team.   One of the people that benefits significantly from this addition, is the team manager.  The higher the level of the people on the team, the more the manager can delegate, thereby allowing the team manager to expand into other areas.

Therefore simply by bringing in a more capable person into the team, the productivity of the team expands beyond the yellow to include both the yellow and the orange.  And over time, it will only increase.

moving into management

January 13th, 2009 No comments

One of the common questions I get about moving to the next level via the management road.  i.e.  should I move from an individual contributor role into management ?  Or should I move into a 2nd level management position from a 1st level management position?  To help highlight the difference, here is how I see the differences.

Individual Contributor

  • deliver the results
  • role skills – the skills are task related
  • communication skills definitely help
  • realistic work forecasting is a significant benefit

1st level manager

  • care about the people on the team
  • deliver the results as part of the team
  • still have the role skills – not only for IC deliverables but also for coaching employees
  • IC recruiting
  • communication skills
  • start to understand how to grow people
  • need to do work allocation for the team
  • responsible for the well being of the team
  • work forecasting needs to be done for the team
  • soft skills to deal with people (down, peer and up)
  • delegation – most difficult one – how to delegate work to the team

2nd level manager

  • people
  • deliver the results through the work of others
  • people growth
  • manager recruiting
  • succession planning
  • communication, negotiation and conflict resolution skills
  • realistic work forecasting needs to be done for the team
  • need to deal across groups, ideally joint objectives
  • soft skills to deal with people
  • budgeting
  • manage team visibility

Please let me know if I missed anything.

change and stress

January 6th, 2009 No comments
change stress distress graphic

impact of change on us

Based on my experience of dealing with people across the globe, I believe that change always has an impact us.  The actual change event can be fairly small, the impact on us manifests itself as stress. In the change-stress-distress graphic, the black circle is the actual change.  The perceived impact of the change will cause stress, which is shown in green.  The stress level is still fine because it has not crossed our tolerance level, shown in red.  This is key because when the stress expands to more than our tolerance level, the stress becomes distress.

when the stress becomes distress

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distress

As you can see in the graphic on the left, all that is visible is the red, which means distress.  For people in this situation, it is now a rescue situation where the first priority is to rescue the person from the distressful situation.

stress

..

.Unfortunately just because the person is no longer in distress, it does not mean that we can work on the change yet.  Looking at stress graphic on the right, we still cannot see the change and therefore we cannot work on the change.  We still need to get the stress under control and only then can the change be addressed.

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