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Geeks in Management?
The Other Side of the Coin asks: "I've been doing a relatively interesting job until now, but they've pushed me into management recently. Although the new position is pretty boring (I manage normals), I do still have time for all the geeky stuff I used to do before. My problem is: I have no formal (or any other, for that matter) management training. Sure, I'll read a lot about it (and take some education), but what are your experiences as geeks in management? For example, I naturally started to use Borgish management methods, and this wasn't received well by people, to say the least. What are the most difficult hurdles for a manager geek to jump, and can our personality be used as an advantage in management?"
Treat your "normals" as you would like to be treated if the positions were reversed.
Will solve a lot of problems that way.
So rise up, all ye lost ones, as one, we'll claw the clouds.
if you can do the job of the people you're managing, you have an advantage. I cannot count time times where I've been in a job and the pinhead that was hired to be manager was just that - a manager... a manager that had absolutely no idea how to do the job I was doing. They were just a buzzword spouting talking head.
You are likely to be better at something if you enjoy it. If you feel like you were "pushed" into management and don't want to be doing it, then find a role as a technical lead, architect or similar where your primary responsibilities are still deeply technical, not managerial.
Nobody wants to be managed by somebody who doesn't want to and doesn't know how to be a manager or a leader. You don't need formal training, unless you want to advance to higher ranks, then it might help. But for most purposes, you just need a willingness to listen and to talk and to think about things from a non-technology-driven perspective at times.
I am not sure what "Borgish" management methods are (you must be a graduate of Starfleet Academy's MBA program?), but it certainly sounds like something that nobody would enjoy being subjected to. Not everybody is as smart as you, but if you go around treating people like they are a different species ("normals" from your own post) don't expect to develop a good working relationship with them. If this is what you mean by your "personality", then no, that won't be an advantage in a management role, period.
I think of myself as a "geek" in certain ways, I enjoy understanding and creating technology, I like to take things apart and hack on them, and I can spend hours focused on a task intently. But I realize that when I'm operating in a management role, decisions are driven by the best long term interests of the business and the team, not by technology in isolation. And you reap what you sow with the people who work for you. If your team respects your intelligence AND likes you, there is nothing they won't do for you. That's a strong, loyal team. If they think you are a smart geeky asshole and they shit on you regularly behind your back, don't expect them to achieve very good results for you, and don't be surprised when *your* manager realizes how ineffective you are and gives you the boot.
How about you stop calling them "normals"?
I've moved into Project Managment myself, voluntarily. What I've found is this:
1) Remember all those things that managers did that you hated? Be open to the discovery that some of them actually made perfect sense but you didn't see it. Your Geek perspective may have been more limiting than your realize.
2) After you get through #1, take the things that still don't make sense and don't do them. Your Geek perspective can also be liberating.
3) People skills, people skills, people skills. If you can schmooze, talk, flatter, cajole, comfort, query, and chat - and get results, good. If not, start working on your people skills. You will need them.
4) Business perspective. Stay informed of business issues, policies, plans, and news. If you did previously, good.
5) Your Geek past is a great building block. You have an area of strength, start with what you learned in that.
You will have to change, but coming at a job from a different perspective is also a great advantage.
A fantatic technique I was taught - go to people you respect and ask them to list
1) Your two best traits.
2) Your two worst traits.
3) The two best traits of a manager.
4) The two worst traits of a manager.
You need to query at least 4-5 people, but it'll give you a perspective on yourself, on management, and what you need to do to do it well.
Will you get widely differing answers? Yes. But reconciling those answers is part of the learning process.
Good luck.
"The Sage treasures Unity and measures all things by it" - Lao Tzu
My official advice for all of you is to refuse the management position. I realize that with management comes more money and more influence/power, but I've seen FAR too many good geeks, engineers, techies, etc. go to management to die. They cease being involved in the actual work of their department and progress more and more deeply into politics, paperwork, and meetings. Every one of them has moved gradually away from being a geek with a management position and more and more toward just being a manager who used to be a geek.
Remember this: Management is where geeks go to die.
"Christ what a design! I could eat a handful of iron filings and PUKE a better emergency pump than that!"
I was a geek 6 years ago than became a manager. I would say the most important thing to do is understand the difference between being a manager and a leader. The key difference is a manager will tell you to do something. You will only do the action if it is in your best interest. A leader will convince you to do something that isn't necessarily in your best interest and you will do it. I haven't read any management books and I wouldn't recommend any. Just treat your people with respect and remember that they are always watching you .
"Surround yourself with the best people and you will succeed as a manager."
And here are some other principles I learned while managing and being managed:
As a manager, you cannot succeed without your employees succeeding. Any of their major accomplishments are shared with you inherently...broadcast these accomplishments and sing their praises to the masses. Recognition is a great incentive, and when your employees get credit for something, YOU get credit as a good manager.
When they do something wrong, defend them to the hilt...even if it was something stupid. Then behind closed doors let them have it and make it clear that you put your butt on the line for them. Be willing to take a personal hit on their behalf...NEVER sell them out.
Realize that to be first, you must be last. You are there to facilitate their performance as someone who works for them.
For cryin' out loud...never micromanage anything. All employees are different, but for the most part you can measure them by results and not stupid timeclock things, etc.
And I stress that all people are motivated by different things. Money, recognition, who and what they work with....learn and listen. If you reverse engineer their motivation you have very important information in your hands.
Be very careful of minority groups--and no I don't mean the legal minority groups--whoever the smallest group is in your team be they white male or indian female. The smallest subgroup tends to fight amongst themselves, or unite to destroy the rest of the group. Watch those situations carefully.
"Remember this: Management is where geeks go to die."
Or perhaps it's where they grow up. Who cares about being a geek or not? All that matters is that you're yourself and you're happy. Personally I feel no need to belong to any cliques, whether it's geeks or not - who wants to be labelled in any walk of life?
The best boss I ever had focused on results. I was the project manager for a team of 5 smart young developers. I did the project management stuff to keep my developers working on what they want to do -> programming not meetings. We showed up for work at 2pm and worked till 12am. It was pretty crazy but we were all night owls. Somebody approched my boss about our weird schedules. My boss went to the CIO about it. The CIO basically said, "What he is doing is working. I'm not going to ask him to change a thing." During my 2+ years there my team finished several large enterprise-wide web apps (using Java & DB2). /.ing too much. Tell them that you completely trust them. If you can't, why not? Address that problem on a person-by-person basis (don't revoke everybody's freedom because of one lazy bum). Have clear goals that you expect them to accomplish.
The CIO was praised. Why? Because he and I focused on the important stuff. Don't worry about your guys coming in a little late. Don't pester them for
You get paid to produce results and so do your "normals". Focus on getting those results and not all the other crap that makes employment such a game. Your employees will love your flexibility and will know that you appreciate them when they meet their development schedules. Your bosses will love you because you make them look good (by getting stuff done).
I moved up into management a few years ago and have found 2 basic rules to follow. 1) Take care of your people. 2) Get the job done. If you don't take care of your people, you will NEVER be able to get the job done. -Doug
Honestly the best managers are those that SERVE their employees. and that truthfully is your job.
you are not to reign over them, you are to serve them so that they can be more productive and in return generate more money for the company.
managers that rule with an iron fist and micromanage are those that DO NOT know how to be a manager.
Step 1 - if your employees are having trouble meeting their goals, it is your fault as a manager.
Step 2 - you employees are the experts of what they do, not you. Do you listen to them on how their job can be improved?
Managers NEVER know the best way to do something they hired a specalist for. you only hinder their job by butting your nose in, steering is acceptable as well as getting updates, telling them exactly what to do is highly unacceptable in all cases except for fresh recruits.
Oh, NONE of this can be learned in a classroom. Leaders are born not made.
1) Know your peoples capabilities and never ask them to do anything they are incapable of.
Its OK to challenge them a little, but never give them more than they can chew. You will be confronted with this when senior management gives you tasks that your team are incapable of meeting. The easy thing to do is simply delegate the tasks and put your head in the sand, but this will lead to unhappy workers, the job won't get done, you'll discipline your workers for their failure and kill morale, and you'll look like a failure to your superiors. The harder thing to do is tell your senior management upfront that you can't do it. But that's what gets you respect. If your senior management won't listen to reason, tell your team frankly what the situation is, tell them you don't expect them to be able to achieve the impossible, but that you've got to do your job, so can they do the best they can and let you make the excuses later.
2) Know what is going on.
Your manager is going to ask you things like "How long will this take" and you're going to go and ask your people the same question to enable yourself to answer. Don't make the mistake of giving people questions that they cannot answer and expecting them to do so. I don't know how many times in the past I've had a dumb manager ask me how long this task will take, and refuse to accept "I don't have enough information to answer that and here is why" as an answer. Work with your people to get the real facts, and instead of presenting a number pulled out of your teams respective asses, present a break down of knowns, unknowns, mitigating factors, etc so that you're not promising something you don't know if you can deliver.
3) Manage your planning.
You don't want to micromanage, but you do need to juggle a whole bunch of different peoples estimates and manage to coordinate peoples working together. Typically managers will either make the initial plan then let things go and remain in the dark, or they will have way too many meetings to ensure that they are up to speed. If you have too many meetings, only the few will have something to add, and it will be irrelevant to most present, with the result that everyones time is wasted and people percieve meetings as a waste of time. Not a good perception to engender in them. Instead, help each person involved understand what the red flags are that you need to be notified of and make them feel safe and welcome bringing them to you. That way you don't need to micromanage but you will always know what is going on and will know where to reallocate resources before its too late.
I'm sure I can think of more things than this, but I'd say these are the most important points.
Oh, and I don't have any formal management training whatsoever, so I don't know how this holds up with conventional wisdom. I just know it seems to have worked for me.
BTW: Don't read those books on Making Friends and Influencing People. You're not there to make friends, you're there to make shit happen. Try looking for How To Make Enemies And Infuriate People instead. Much more useful.
-1 Uncomfortable Truth
And then there are those of us who are normal and consider all the rest of you weird!
;)
WRT being a manager. I own 2 companies, and also work a FTJ for a major corporation. Becoming a owner has made changes, but I have not lost my "geekness", only refined it.
As an employee, I find that I try harder to get things done and work to get others to do the same. As a manager, I find that I am having to balance the carrot and the stick, so that I can get the job done, but without killing my people.
Take a look at books like "One Minute Manager" or anything by John Maxwell and/or Zig Ziglar. For a real expensive but rather really informative way, join a successful MLM. The really good ones have excellent self improvement and management training systems. Just don't spend all your money on their products.
Here I come to save the da... *thud*
I gotta get me a shorter cape.
Some advice...
1. You will loose some of your technical skills over time. You're spending less of your day on that sort of skill. Knowing this, identify what you cherish the most and what will make you a valued staff member at another company and keep those up-to-date.
2. Recognize that when you take manager as your title, you've walked away from some mobility opportunities. Managers aren't keen to hire former managers to staff positions and there are less manager jobs around.
3. Recognize that not everyone is as productive, smart, or responsive as you are. You'll have to set a standard of performance for the positions you manage and judge your staff by that standard and not you. Keep it in perspective, if they were as good as you; you'd be doing their job.
4. Make the workplace fun. Carnation used to put on their milk "Content Cows Give More Milk". In other words, happy people are more productive.
5. Learn to let the little things go. Just because someone brings an issue to your attention doesn't mean you have to follow through on every one. Learn to establish a split between when people see you to vent and when people see you for action.
STFU & GBTW
Military leadership and overstucturing is COMPLETELY INAPPROPRIATE for the vast majority of jobs. Consider it. Military leadership techniques are designed to allow people to perform a finite range of tasks with zero chance of screw up, redundancy when necesary, and replacability. If you treat an employee like a soldier, you get minimal efficiency because you're discouraging creative thinking and self-direction. Perhaps more importantly, soldiers have something that employees lack: absolute dedication. If a solider hates the job he toughts it out, that's why they call it "service." You can shoot him if he flips and decides to leave. If an employee hates it, she will quit, or at least do the absolute minimum excepted and bitch about it. And you sure as hell can't cap her for it. "Normals" aren't really that different from geeks, they like to be treated with respect too, and work harder for bosses who "get it" and respect them (or at least seem to).
The parent does make one good point: ask why you were selected. Because if you're such a far-gone geek that you belive that all "normals" need "a firm structure," then clearly your bosses just f*cked up in a big way promoting you. You're a geek, that means you have great technical skills and perhaps a unusual point of view. That menas you have some skills to apply to management, but it doesn't mean you're some sort of Neitzchian ubermenche entitled to treat everyone like idiots.
Sorry to pounce all over that post, but my god did I have a bad experince with a manager who may as well have taken that exact same advice.
Smartest thing I have read all day.
:
:
... best fit according to the developer.
The job of the manager truly is to serve his employees, structured along the lines of 'what do you need in order to accomplish these goals that I have outlined and expect you to finish?'
I only want to add that in a well structured business a manager has goals that are generally driven by the business needs - and the manager's job is to see to that those business goals are met. Even a manager of 'techie geeks.'
What business goals are
Reliable email services
Reliable network file and print services
Business processes that facilitate working with some business client (ie, process claims or payroll, or put a space shuttle into orbit.)
A business goal isn't
More RAM in a server or in your developer's desktop
A new laptop or LCD for the developer
Run Linux
My boss comes to my team with business goals and asks us what we need to accomplish them, and keeps the lines of communications between the tech and business teams. Also keeps the business folks from hassling us (aka administrative overhead or politics.) She wouldn't dream of telling me how to write an SQL statement or which language to write the application in - we have driving standards for most of that and the rest
Want to be a good manager?
Define what you need to get done. Someone above you has probably already done this for you.
Get your people together and explain what the business goals are for this time period.
Explain that they are going to do the work.
Come up with a working phrase book that accurately defines the difference between 'I want' and 'I need'
Ask them what they need in order to succeed.
Get them what they need in order to succeed.
Ask them what they want.
Get as much of what they want as you can. If a 20" LCD really is that big a deal, fiscally ($600 delivered), consider a 17" LCD at less than $250 delivered. Hell, give them the option for two 17" LCDs that they can put side by side or a single 20" LCD. To a developer spending 2500 hours a year in front of it - it is one step away from saying 'this company loves you.' That's about five cents an hour, if it lasts five years.
Stay out of their way.
Hold weekly one-on-ones so you don't get surprised.
Praise in public / bitchslap in private.
Work on their behalf. Accomodate their needs both personally and professionally.
If the work isn't getting done, ask why. Don't accuse or blame, just ask what is it going to take to get this done?
I have a boss that does this, and I love my job.
Glonoinha the MebiByte Slayer