Establishing clear lines of responsibility and accountability is a distinctive opportunity for you as manager to impact your technical team. In this video, look at how to delegate supervisory experience to team members who are eyeing a manager track, standardize processes, and make clear where the work the team is producing fits in the overall strategic plan.
- Now, here is a place where you have an opportunity…to start having an impact on your technical team.…It's been my personal experience…that many tech groups are very results driven.…They want the job to get done and that's a good thing.…However, as a corollary to that,…they tend to be more concerned with getting work done,…not necessarily how it gets done,…so you'll sometimes get situations…where different team members are using different methods…to solve the same or similar issues.…
Likewise, and I'm generalizing again,…technical folks often have a tendency…to want an elegant solution to a problem.…Now, this may take some extra time to develop.…Hey, they think, it's okay…if it's a little late if it's a lot better, right?…Well, that's not actually false,…but the problem is how much later are you talking about…and what else is dependent to this work…and will now also be late.…There is a bigger picture…that people in the trenches don't necessarily think about.…
A good manager can really shine here.…First of all, I believe it's critical…
- 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.