RuneTrack Forums
It is currently Fri Jun 22, 2018 6:27 am

All times are UTC [ DST ]




Reply to topic  [ 1 post ] 
Author Message
PostPosted: Wed May 02, 2018 6:28 am 
Offline

Joined: Wed May 03, 2017 6:58 am
Posts: 7
The Wall Street Journal lately featured an outstanding article, "Do Techies Make Good Commanders? "by Robert M. Fulmer and Byron Hanson both of Duke Corporate Education, an affiliate of Fight it out University's Fugua School of Business. According to the article, some inherent reasons tech companies fail to develop effective leaders include the speed of the industry's growth along with the talent it takes in, e. g. young techies with backgrounds in scientific research and engineering. Despite the obstacles, the savvy technology company can build effective management teams. Following is a summary of the authors' tips augmented by mine:

1. Formalize Administration Development Processes: If a tech company is in startup mode, it can be unwanted to establish an organised training process to develop managers. Yet, a challenging to recognize moment without doubt comes when formalized authority development needs to be installed. The article writers urge companies to keep a close eye on the impending need for structure in this area. The risk of absent the wonder moment, matching to Fulmer and Hanson, is that employee preservation takes a hit in the absence of skilled management. I would add that productivity and task alignment with company goals are also in hazard with unskilled leaders.

2) What Gets Measured Results in being Done: The writers speak about that the techie populace enjoys data, so make use of it to get the desire results. Measure management activities as a method of conveying the value on this aspect of the tech manager's job. Good examples Fulmer and Hanson provide include collecting information such as how many performance reviews a manager has completed and adding a management category to the performance report on the administrator. That always gets attention!

I also like the approach of measuring tendencies change post-training. If a company trains managers to provide regular feedback to their direct reports about their performance, it may carry out post-training survey of employees to learn how often trained managers provide positive responses - the easiest type of feedback to deliver and report on. Learning that a measurement program is in place seems to produce results.

3) Place Value on Management and Mentoring: Not astonishingly, techies tend to find satisfaction in the technological aspects of their work. Once promoted, drawing away from technical activities and focusing on management activities like planning, directing and training aren't as worthwhile. Therefore tech companies need to take extra attention to reinforce and encourage management and mentoring actions as much as they limelight technical talents and accomplishments.

As you may know from sufficient research on rewards, these should be adapted every individual. Mary may love the standing ovation at a staff meeting while John may cringe at the public attention and prefer sincere praise from his boss. Regardless of the approach, the dedication to acknowledge and prize management and mentoring starts off at the top and needs to penetrate to all levels of the organization.

4) Match Schooling Methods to Techies: This kind of doesn't mean conduct specifically online training for the technical manager. It will mean rendering it fast spaced, varied and relevant - including best practices from seasoned managers. Competition and real-world problems keep students engaged in the training. http://www.sthint.com/2017/12/02/honesty-best-policy-story/

5) Select with Managing in Mind: One item that didn't get pointed out in the article is the role that preliminary talent screening plays a manager development. One of my most successful technical clients makes its job of developing tech operators easier from the start; above and beyond interacting with technical standards for a position everyone in the company is screened for interpersonal communication skills. When a prospect can only discuss tech-speak, they don't go further in the interview process. Sounds simple and yet most tech companies don't makes a key hiring criteria. If this sounds like your company and you want to make a shift consider the following steps:


Top
 Profile  
 
Display posts from previous:  Sort by  
Reply to topic  [ 1 post ] 

All times are UTC [ DST ]


Who is online

Users browsing this forum: No registered users and 2 guests


You cannot post new topics in this forum
You cannot reply to topics in this forum
You cannot edit your posts in this forum
You cannot delete your posts in this forum
You cannot post attachments in this forum

Search for:
Jump to:  
cron
Powered by phpBB® Forum Software © phpBB Group