There are two major challenges lurking for the nontechnical manager of a technical team. In this video, Phil walks through a series of solutions and approaches to address establishing your credibility as a manager and the possibility of working with a team member who doesn’t appear willing to cooperate.
- I think there are two major challenges lurking…for the nontechnical manager of a tech team.…Obvious challenge number one is…just establishing your credibility as a manager.…Now, in part, this is dependent…on your understanding what your role is.…As we just discussed, the manager is responsible…for making sure the work gets done, not doing the work.…Explain that to the team,…and let them know that you're there to help them…by removing obstacles and getting resources.…
I also don't see anything wrong…with freely admitting that the technical details…are beyond your scope of experience,…so you'll need their help in learning the parts…you'll need to know to understand their issues.…People respond well to honesty generally.…If you admit that you don't know something,…your team will most likely jump in…to try and help you understand,…and people catch on to bluffing pretty fast, too.…If you walk into a group pretending to know it all,…you're going to expose yourself as a phony in short order.…
Hint.…This will not help your overall credibility.…
- Identify the best practices for building trust and credibility with a technical team.
- Define “data-driven conversation.”
- Recognize strategies that will help a nontechnical professional adapt to a technical team.
- Name three ways you can help employees in a fast-growing department get up to speed on projects and tasks.
- Recall the major role of a manager.
- Determine the benefits of a flexible work environment.