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7 Tips for First Time Managers

7 Tips for First Time Managers

by | Mar 22, 2017 | Career, Communication, Management, Motivation

This is a shout out to all you first time managers out there! You are bound to be attacked by butterflies in your tummy, and the symptoms of having cold feet whenever you set out to do something you’ve never done before. While these voyages might appear terrifying, they are a sure sign of the fact that you are growing – in your experiences, and hence as an individual. Applying this general strand of thought to the topic at hand today, this post is dedicated to all you folks out there in the world of work, ready to take on the brand new role of being a manager – for the first time ever.
Before you begin reading this though, we’d like to emphasize that this in no way is a “tutorial”. A change in perspective before you begin to read this will help you understand your new role better. Know that you have risen up in the corporate ladder to be a manager solely because you have it in you to lead, manage and have teams deliver. That said, there are things one knows about, and there are always things one can do better. This post is simply an effort to bolster the latter. Happy reading!

1. Wrap your head around your role and responsibilities

The only way you’ll be able to lead and manage a team well is if you know your own role and responsibilities well enough. Work on yourself before you begin to work on / with your team. Do you own research to have a very thorough sense of the goals you are going to be working on. Ask yourself how you imagine yourself achieving them. Then ask yourself if that process can be applied to the rest of your team as well. While your approach will, of course, depend on the specific situation you might be dealing with at the given moment, having a general sense of direction is a great way to begin this new role.

2. Be Decisive

Making decisions, when you are aware that they no longer affect only yourself, can be tough in the stead of your new role. That however, shouldn’t stop you from making them altogether. Well, you definitely cannot “stop”, making decisions, but as a result of being indecisive you may end up delaying those decisions which will hamper the progress of your entire team. This will not only put the objectives and goals at stake, it will also be a reflection on you as a leader, and manager. The fact is, one can’t ever be sure enough about the consequences of any decision – which is what lies at the root of indecisiveness. All you can do is, weigh the pros and cons to the best of your knowledge and ability, and go ahead and implement the decision you make.

3. Delegate

One of the vices most managers contract is fear of delegation, stemming from the fear that things may not be done as “perfectly” as you imagine yourself doing them. Apart from being immensely time-consuming, this fear is going to unsettle the team dynamics. Understand that you are no longer an employee, working more or less in isolation responsible for delegating that tasks assigned to you. Your role has now expanded to that of a manager, which entails you assigning goals and tasks to the team as a whole, and helping them achieve these goals.
If you do feel like you can relate to being a manager who find it hard to delegate, odds are you also find it hard to not micromanage, once you do succeed in delegating. That too, can be detrimental to the progress (and spirit) of your team. Give your team the credit they deserve, and once you have delegated the task, give them the independence (and assistance) they need to be able to accomplish it.

4. Invest time “in” your team

Time management would probably figure as the prime skill for managers. And while you’re teaching yourself how to manage time, ensure that you figure out time slots for one to one interaction with your team members on a fortnightly/ monthly basis. Even if it is a fifteen / twenty-minute long interaction, it is enough for you to take stalk about progress and challenges with regard to individual team members. This helps not only you in solving problems more efficiently, it also makes your employees feel valued, and importantly, anchored. Being a manager and being a mentor should ideally go hand in hand.

Apart from individual meetings, hosting team lunches, dinners once every two or three months just to build team cohesiveness is not a bad idea either.

5. Work on your interpersonal and communication skills

How you communicate, and put your thoughts across as a manager is pivotal to how much work you are able to motivate your team to do. “Interpersonal skills and communication skills lie at the center of human-based managerial considerations. Good managers understand not only what they are trying to say but also the broader context and implications of saying it. Empathy, self-reflection, situational awareness, and charisma all play integral roles in communicating effectively and positively.”
[Source: Boundless. “Interpersonal Skills of Successful Managers.” ]

While you will most certainly have to make unpopular choices as well, you don’t necessarily have to end up being disliked by team for having implemented these tough choices. What is tougher than making those choices is communicating them ‘effectively’, and ‘positively’, as the excerpt above puts it.

6. Find yourself a mentor

Irrespective of what stage you are in your career, you will always need a mentor. More so when you find yourself stepping into the shoes of a role that needs you to do a lot of mentoring. Odds are, you already do have a mentor, if you don’t, now is the perfect time to find yourself one. When we say “find yourself one”, we do not mean it in the casual language that it implies.

A mentor needn’t necessarily be very hard to find. Think of all the people whose advice and support has helped you grow in your career. It could be one of them, or a few of them you look towards as your mentors. It need not be a very formal process, but resuming communication with them (if you’ve fallen out of touch), and keeping at it, so that you may reach out to them when you need help with tricky situations. You know that in all probability they’ve been there before you, and would know intuitively the dynamics of most situations you might find yourself in.

7. Lead by example

Be a leader, not a boss. Being a boss and being a leader could mean two wholly different things. The plan is, to show your team that you are very much a part of the team and at the helm of affairs. The best way to manage your people and motivate them to be their best is by being more of a leader and less of a boss. No to imposing yourself, stating through overt and covert ways, “who the boss is”, yes to communication, negotiation, trust and motivation. If you’ve ever been bossed by your boss, you know exactly what not to do. But, even the best of us need to be reminded at times.
The best way to get the best out of your team is to lead by example. Inspire your team by being everything you expect from them!

Don’t be too hard on yourself and try not to self-impose any pressure. Like everything else, this too is a learning process and you will learn as you grow in your new role. Don’t forget to remind yourself you’ve been chosen for this role because you CAN do it!
Have tips for the first time managers who might be reading this? Let us know!

Five Obvious (but Uncommon) Methods to Build Great Teams

Five Obvious (but Uncommon) Methods to Build Great Teams

by | Dec 4, 2015 | Business, Career, Leadership, Management, Office Etiquette, Performance, Productivity, World of Work

Whether it is a strategic goal or an operational mandate, the success of every business objective ultimately depends on one and only one factor – How good is your team? The best visionaries and managers can achieve very little if they don’t have a motivated, energized and effective team under them. Great Teams just don’t fall in place automatically, they are built. It takes considerable effort and strategy to build great teams that thrive on challenges and makes work look like fun and a great adventure.

Management is nothing more than motivating other people ~ Lee Iacocca

In my years of being managed in and managing tiny, large, diverse, global and multi-functional teams, I have learnt along the way that there are some pretty obvious methods to build and sustain a high value team of best performers:

Build Great Teams Method #1: Hire for Attitude

We hear this quite a lot but what does it really mean? To me, it means looking for enthusiasm more than expertise, integrity more than degree and thirst for knowledge more than experience. Skills can be taught but it is quite difficult to change behaviors and attitude. Destructive behaviors are very contagious and a few people with a bad attitude can ruin the performance of an entire team no matter how good the rest are. It is important to filter for the best from the start or prune the bad apples the first chance you get.

Build Great Teams Method #2: Give Autonomy (with Accountability)

People are in their best performance “zones” when they find meaning in the work they do. Work is no longer just a job with a salary in today’s global 24/7 environment, it is significantly integrated into our lives. People need to be deeply engaged and feel that they are making progress every day in their lives through their work. One way to do this is to cultivate the concept of entrepreneurship within teams. Assign goals (and not tasks) to your team and give them sufficient autonomy and authority to work towards these goals. “I don’t know” is sometimes the best answer that a leader can give to promote initiative and dynamism within the teams.

Build Great Teams Method #3: Respect (Lots of it)

Cultivate a culture of respect and be a model for it. Promote mentoring within teams and break silos. The best teams discuss, debate and challenge each other on the way to achieving the remarkable while being respectful of each other’s uniqueness. Celebrate this uniqueness and the value that every member of the team brings to the table. When people respect each other, trust in each other’s abilities soon follows and it becomes much easier to make the right decisions to achieve common goals.

Build Great Teams Method #4: Practice Transparency (Enable Communication and Collaboration)

You cannot expect people to operate blind and still give their best output.  Technology has made the sharing of information and the levels of interaction much easier – use this to your and the team’s advantage to ensure that the right hand knows what the left hand is doing. Free flow of information empowers team to collaborate and enables rapid progress.

Build Great Teams Method #5: Appreciate, Appreciate and Appreciate

Yes, I can’t say this often enough and I am not talking about the carrot and stick approach. Genuinely and sincerely demonstrate that you value your team by thanking them every opportunity that you get. Make it a priority to notice when people are doing things right or are going out of their way to ensure the success of the team. Celebrate this publicly and privately. This lifts people up, it makes people feel safe and that they matter. This in turn frees them up to perform and contribute at their highest levels.

As I mentioned earlier, the methods are pretty obvious but the simplest methods are always the most effective. It surprises and saddens me to see how often managers don’t practice this. Can’t sum this post up better than Tom Peters:

A soaring vision is desirable.

An effective strategy is important.

Super-processes are a necessity.

But in the end, it’s all about … THE PEOPLE!*

*It’s ALWAYS all about

… THE PEOPLE!

What have your experiences been in building and in being part of successful teams? What would you have done better? I would love to know.

Five Career Strategies to Maximize your Potential and Performance on your Job

Five Career Strategies to Maximize your Potential and Performance on your Job

by | Oct 12, 2015 | Career, Leadership, Life, Management, Managing Yourself, Motivation, Office Etiquette, Performance, Productivity, World of Work

Do you believe that the Performance Appraisal systems in your workplace actually work for you? Chances are that you don’t and you are in “good” company here. A study done by Sibson’s Consulting found that Only 30 percent of the study respondents (750 individuals, primarily senior-level human resources (HR) professionals) reported that their employees trust the performance-management system. Given that formal performance appraisals don’t seem to be working as well as they should to give employees their due, one needs to take charge of his/her career and have a self performance management system in place to ensure career growth and commensurate rewards.  Just being good at your work, efficient and cooperative is not enough – it takes more than that to grow and be successful at the workplace today no matter what your job role or level is.

So how does one take charge of their own performance management and hence the rewards arising out of it? What practical steps and behaviors are needed at the work place to ensure a positive outcome at the job? Here are five career strategies drawn out from my experience and analysis with my team and peers of what works:

Career Strategy #1: Work Hard AND Smart – Yup, there is no escaping working hard if you want to be successful. People on the outer edges of the performance bell curve are usually workaholics. But you also need to be smart here – learn to say no to work or assignments that do not fit into your goals early on. Else you are sucked into the vortex of work alcoholism with no real benefit to yourself – doing work that you do not enjoy doing helps no one in the long run. If your heart is not in it, you will not be performing at your best levels. So choose wisely and then be 100 % dedicated to your work.

Career Strategy #2: Promote yourself – This was a hard-earned lesson for me. I had always believed that my work will speak for itself and rewards may be delayed but will never be denied. But then, who has time to wait? You cannot afford to be shy if you want your work to be recognized.  Be aware of your worth and don’t settle for less. You have to be your own marketing manager and actively market the value that you bring in to your manager, department and organization. Make sure people know who you are and what you do. Make your achievements and contributions visible as and when they happen and not just list them at appraisal time. A good way to keeps track of your achievements is also to make your resume a work in progress document that you keep updated as when you achieve a milestone.

Career Strategy #3: Get a mentor or two or three – The advantage of having a mentor at your work (or outside) is multifold. A mentor can help you see a situation differently, identify your key skills and where you need to develop yourself and be someone in your corner when you need some additional support. Look around you to find people who you admire and are role models for where you want to be. Don’t limit yourself to one mentor. You might look to one for  domain expertise, to another for industry expertise, and yet another for personal scenarios when you need practical and helpful advice or brainstorming. And if you are lucky to find a great mentor, invest in that relationship and make sure that you too provide support when your mentor needs it.

Career Strategy #4: Build a network early on – “No man/woman is an island” as they say and in the work scenario, this is amplified. Build a strong and trusted support system of peers at your work place. Draw upon each other’s strengths to get ahead and for back up when you need it. Stay close and vent, strategize and have plain and simple fun within your group. I have also found this to be a good antidote to fight against any negativity (read office politics) in the environment. As you move up in your company or switch jobs or roles, be proactive in building your contact base and staying in touch. You never know who may be of help in boosting your career (and this works both ways) and serendipity often strikes when you are prepared for it. Social media makes this easy nowadays and LinkedIn is a great place to achieve this. There is rich content on the web on maximizing your returns from LinkedIn and here is one from an expert to get you started (http://dngraham.wordpress.com/2012/03/07/five-points-to-consider-before-participating-on-linkedin/).

Career Strategy #5: Keep Learning and Stay Positive – Being a lifelong learner is essential for your career success when skills, technologies and market requirements are changing so rapidly. Not only do you need to be open to new experiences and keep learning to convert your weaknesses to strengths but also to be current and relevant in today’s job market. Set your own training goals for the year and make sure that you keeping adding new skills and knowledge to your repertoire. Limit your exposure to negative environments and people – these are energy suckers and if you are not careful, you would soon be working on fulfilling someone else’s agenda instead of your own. Remain positive and true to your own performance plan and keep moving forward on the goals that you have set for yourself – so much more productive than being distracted by negative office politics or complaint-sessions.

Maximizing your performance and potential on your job needs you to take control of your own career plan – be the CEO of YOU Inc. Be fiercely intentional about where you want to be, know your worth and be BODACIOUS (one of my favourite words – meaning a combination of Remarkable, Courageous, Audacious, Spirited) at work.

I leave you with these words from Abraham Lincoln: Always bear in mind that your own resolution to success is more important than any other one thing.

What would you add to the list above as necessary strategies to Thrive and not just Survive at work? What has worked or not worked for you? I would love to hear back and learn from you.

Five Key Considerations for Successful Project Management – Operational Excellence

Five Key Considerations for Successful Project Management – Operational Excellence

by | Sep 14, 2013 | Business, Leadership, Management, Performance, Productivity

Who is a Project Manager?  A simple answer would be: Any person who has a team and is expected to deliver an output, given a set of requirements.  A typical Project Manager is often under pressure from the management, customers, third party vendors and the team members.

Project management is the discipline of planning, organizing, motivating, and controlling resources to achieve specific goals. A project is a temporary endeavor with a defined beginning and end (usually time-constrained, and often constrained by funding or deliverables), undertaken to meet unique goals and objectives, typically to bring about beneficial change or added value. The temporary nature of projects stands in contrast with business as usual (or operations), which are repetitive, permanent, or semi-permanent functional activities to produce products or services. In practice, the management of these two systems is often quite different, and as such requires the development of distinct technical skills and management strategies. (Wiki)

Successful Project Management entails achieving all the project goals while remaining within the constraints of scope, time, quality and budget. It is not an easy job – but definitely a very fulfilling and rewarding one. A Project Manager needs to balance many aspects carefully to achieve the project objectives. From my many years of managing projects and project teams globally, I put together this list of key considerations that a project manager always needs to keep his focus on. The following aspects are from practical experience and hence I believe these would resonate well with practicing managers.

Consideration #1 – Forming the Right Team:  80% of the Projects fail due to lack of right team. Assuming the estimations are done well, the project manager should strive to get the right team based on the project type, including system architects, development and test leads and a solid configuration management expert.  The critical roles should never be compromised – for example, if you need a carpenter, “you need a carpenter” and a plumber cannot be “adjusted” into that role.  Of course there are businesses realities, but the delivery Manager needs to aggressively push for the “right” team. Also, the core team should be intact throughout the duration of the project (or as far as possible).

Consideration #2 – Commitment to Customer:  It is essential that the manager sensitizes the team that release plans once locked-in are sacrosanct. On-time delivery is key. Hence it is extremely important that the entire team is fully aligned to the customer’s requirements.  The manager must develop an in-depth understanding of not only the current activity/project, but also get a good understanding of the customer’s product road map.  The goal is to become a true partner for the customer through excellence in delivery and technical depth/product understanding.

Consideration #3 – Dashboard driven: Metrics can be overwhelming and hence should be viewed as dash-board (aka cockpit panel or a car dashboard). This will provide the right amount of information to know if the project is under control. Standard metrics like schedule/effort variance are of course essential.  In addition, customer satisfaction and various productivity measures needs to be tracked. It is also extremely important that the project management is aligned to the business goals. The project manager has to understand all the parameters that impact the project profitability and gets a regular view of the profitability of the project against target.

Consideration #4 – Never Surprise your stake-holders: It is extremely important to keep open and regular communication both within the team and with the customer (say steering group meeting).  Just sending Weekly status report is not sufficient. E-mail should not be the ONLY means of communication. If it is important and deserves an immediate attention, please pick-up the phone and CALL.  I have not seen any case where phone calls are over-used.  Never delay bad news. Also bad news should be accompanied by recovery plan, impact etc.  The bottom line is surprises should be avoided.  Examples of common surprises – Communicating to the customer about a delay in the release on the date of release, informing the finance team that there will be a 20% revenue drop for the current month, etc.

Consideration #5 – “Thinking” Plan-B:  The changing dynamics in the project makes the manager’s role extremely challenging and it is important that the manager does not get into the Panic mode. It is imperative that the Manager “thinks” ahead of the team and is able to predict potential issues and be prepared with alternate approaches (often called plan-B). Proper Risk planning and management is absolutely necessary. This will give greatly improve manager’s confidence in dealing with risks/issues and be prepared for all outcomes.

The above points are some the key learning from my own mistakes and also from the multiple projects managers I have worked-with across many counties. I am sure there are many more considerations that would help in mastering project management, but I believe the above five practical and simple considerations would be among the most critical ones required in project management. No matter what certifications we posses, nothing can beat hands-on experience!  Also, no matter how experienced anyone is, there is always plenty to learn in Project Management!!!

G Krishna Kumar is a Vice President in a leading global software company with many years of experience in managing large global programs for software products and services delivery. He is also an avid writer and blogger and blogs on Telecom, IT and Education related topics at http://bloggerkrishnak.blogspot.in/ . Views are personal.

What is your learning from your project management experience? What other consideration/s do you believe are critical to ensure the success of a project? Krishna and I would love to hear back from you.

 Pic Courtesy : http://dilbert.com/strips/comic/2006-02-08/

Five Human Resource Metrics that link People to Business Strategy – Business Operations Performance Metrics

Five Human Resource Metrics that link People to Business Strategy – Business Operations Performance Metrics

by | Jul 29, 2012 | Business, Business Operations, Leadership, Management, Performance, Productivity

The abundance of information – from both internal and external sources – is the richest possible mine when it comes to understanding the employer brand, employee engagement and what employees want and need from the organization. The vital, and apparently missing, step is to transform the data collected into strategic advantage. The use of analytics, seems to be focused on external stakeholders and is yet to be used to its full effect when it comes to talent management. Only under half of CEOs (46%) use analytics to provide insight into how effectively skills are being deployed in their organizations.

This was a key finding in PwC’s 18th Annual Global CEO Survey, “People strategy for the digital age: A new take on talent”, which seeks to understand how businesses are preparing for the wholesale redesign of the world of work.

Clearly the standard HR metrics of Cost per resource, HR efficiency (no. of HR employees to total no. of employees), etc. which primarily help in driving down the costs are no longer sufficient in an environment where talent is the competitive edge for organizations. The need of the hour is HR metrics that are aligned to the current and the future business plans to ensure that not only is there no shortage of talent when we need it but also that we have processes and programs in place to create the right talent for our business.

When we create budgets for the year, we spend a significant amount of time planning where the revenue will come from and how the spend will be distributed across cost headers. In services organization, labour is the biggest component of both income and expenditure. Do we spend the same amount of time in planning how we would attract, retain and develop this big-ticket item so that the business objectives are met? Annual talent strategy planning is a must to develop and harness the potential of human capital – to proactively drive business outcomes instead of reactively responding to whatever the latest talent shortage crisis is. Based on my experiences in resource management and operations, here are the five human resource metrics that I think can help link your people strategy to your business strategy:

Human Resource Metrics #1: Competency Development Spend % – This one starts with identifying the key skills and talents that are necessary to execute on the company’s strategy for the year and create the competitive advantage while providing a platform for internal employees to learn and grow in their chosen career ladders. These could be technical (specialized software or hardware skills), functional (customer service, selling, tools and technology training) or managerial (leadership development, communication, succession planning, mentoring). Assess the current skill levels and the gap from where it needs to be and then draw up the competency development plan with budgets, timelines and desired outcomes for the year. Monitor the spend against the budget periodically (maybe monthly or quarterly) to ensure that there is focus on developing the right competencies that are needed for business success and that the plan is relevant to the current business scenarios.

Human Resource Metrics #2: Employee Engagement – This is the HR Mantra and enough research has been done to show that the EE figures of an organization are directly proportional to its business performance. Falling engagement levels are the precursor to higher attrition, lower productivity and increasing costs per hire. But an employee engagement survey just for the sake of measuring engagement is a waste of time and energy. The survey should be used as a tool to collect information that helps drive better results. Analysis should be done to isolate sincere actionable feedback from the “noise”. For example – what do your best performers think about your organization – does it allow them to perform to their optimum levels and get better every day? Invest and prioritize the engagement feedback that will really have an impact on key employee retention and overall employee performance and build this into your annual plan.

Human Resource Metrics #3: Quality of Hiring – This amounts to determining how a new hire’s abilities and performance varies from pre-hire requirements and expectations and is a metric that is generally calculated from 3-6 months after the hiring. Combined with the cost of hire (external recruitment spend+ internal labor costs) and the speed of hire (time taken to fulfill an open position), the quality of hire metric forms a great basis to measure the overall efficiency of your recruitment function and its processes (targeted sourcing,  speedy reaction time, consistent screening process and continuous improvement). The impact of a wrong hire is huge on the business outcome and we definitely need to spend some time here to ensure we have the right data points and methodologies to ensure that we hire the right people for the right jobs. Some excellent data on this metric here : http://www.ere.net/2009/10/02/quality-of-hire-the-missing-link-in-calculating-roi-part-i-of-a-series/

Human Resource Metrics #4: Resource Utilization % – This is the most common metric used in human resource management and for a good reason. It is the ratio of the resource’s billable work to the total amount of work and hence has a visible and direct impact on a company’s revenue and margins. What I want to highlight here is the need to go beyond this number and look at the underlying reasons for variations in the numbers and focus on them for improvement.  Numerous factors can change utilization rates, including inconsistency in calculations of what constitutes work and billable work, late and cancelled projects, increased training and ramp –up times and ancillary job demands, such as paperwork. Keep track of employee expertise areas and availability status in a central skill database, so that you can the quickly move people into a project and maximize utilization. Cross-train technical staff to respond quickly to changes in client demand. Developing a versatile and flexible workforce keeping in mind future customer requirements reduces idle time. Develop a bench strategy and a robust demand and supply forecasting process to stay on top of the target utilization numbers.

Human Resource Metrics #5: Revenue per Employee – This is a simple metric but the most important one to gauge and measure the success of all the plans and initiatives as outlined above – quarter on quarter and year on year. It also helps to compare the performance of your organization with similar organizations and set benchmarks internally for your HR and resource management functions, the data on total revenue and total headcount of companies being easily available. The revenue per employee should steadily increase leading to expanding margins and improved profitability. This is a number that must feature on all management reviews as it helps keep focus not only on the denominator (costs – and there is only so much cutting that you can do) but also on the numerator (revenue – where are we getting maximum value out of our labour and why – to drive strategy in the directions where it is working).

One size definitely does not fit all when it comes to metrics  – and you may have your own views on what metrics are best suited to drive the talent advantage for your organization. One thing is common though – we need to collect consistent information on our resources, use metrics that enable decision-making and ensure that talent management strategy remains relevant with overall business strategy and contributes actively to business growth. We need to choose the metrics that help the management to make quick and sound business decisions that are based on facts rather than feeling. What has worked for you in this area – I would love to hear and learn from you.