New Manager Bootcamp Managing and inspiring TC teams

Leah Guren Cow TC

© 2016 Leah Guren

Agenda

Why are we here?

Finding people

The training cycle

Teamwork and morale

Reviews and evaluations

Project management tips and

tricks

Conclusion and discussion

This is a full

participation

workshop,

baby!

First, who are you? What are your

goals?

Why are we here?

Soft skills are so… squishy!

What makes the difference?

Bad Boss Great Boss

Do you agree?

Bad boss:

communicates poorly

is inconsistent

micro-manages

plays favorites

doesn’t understand team’s

jobs

doesn’t follow own rules

creates atmosphere of

competition and fear

Great boss:

communicates clearly

is consistent

allows space

treats all fairly

is reasonably proficient at

team’s jobs

leads through example

creates atmosphere of

cooperation and trust

Few of us formally learn to lead.

Did you know…?

In TC, virtually every team leader or

small-group manager started that

position with zero management

training.

The best TCs are often promoted,

but: us left brain, techie geeks don’t always

make good leaders academic programs don’t cover these soft

skills

Lack of soft skills causes stress.

Interpersonal management

issues cause more stress than

technical problems.

In-house P&P only address

extreme cases.

But there is hope!

Finding People

It starts with recruiting and

interviewing.

It is both objective and subjective.

Process:

1. Identify job requirements.

2. Identify desired personality traits.

3. Identify the job pool.

4. Advertise and plan.

5. Interview and evaluate.

Bottom line: there are both objective and subjective aspects.

Part 1: Identify the Job Requirements

Brainstorm to think of all possible job tasks.

Identify each task as: absolutely essential or less important

frequent or occasional

immediate need or can be learned later

Assign numbers (rating) to each task.

Identify the high scores and low scores.

Job requirements are tasks, which are based on

skills. Start by identifying the job tasks:

Rating System

Essential tasks = 3 points

Less essential = 1 point

Frequently used tasks = 3 points

Occasionally used = 1 point

Immediately needed tasks = 3 points

Eventually needed = 1 point

Here’s an example…

Step 1: Create task list.

(A) write clear content

(B) edit for grammar and punctuation

(C) generate internal reports (change-tracking, project status reports, etc.)

(D) interview SMEs

(E) update the online Help

(F) design and layout in FrameMaker

Step 2: Assign ratings.

Essential

3 pts

Less Essent.

1 pt

A, B, F C, D, E

Frequent

3 pts

Occasional

1 pt

A, B, D C, E, F

Immediate

3 pts

Later

1 pt

B, F A, C, D, E

Step 3: Add them up then sort.

(B) edit for grammar and punctuation = 9

(A) write clear content = 7

(F) design and layout in FrameMaker = 7

(D) interview SMEs = 5

(C) generate internal reports (change-tracking, project

status reports, etc.) = 3

(E) update the online Help = 3

A word about HR-defined requirements…

Exercise: Creating a Task List

1. Select a realistic future job opening.

2. On a blank piece of paper, brainstorm all the tasks required in that job.

3. Using the rating system, identify each task as essential or less essential, frequent or occasional, immediate or later.

4. Add the points for each task.

5. Sort the tasks from most to least points.

6. What did you discover?

Part 2: Identify Ideal Personality

What we call personality is a

collection of personal traits or

characteristics.

What makes it easy to work with

someone?

What causes problems?

Brainstorm traits: assign 2 points for every trait you value

(for example, detail oriented, independent, etc.)

subtract 2 points for every trait you dislike (for example, unreliable, dishonest, etc.)

Remember, you can usually teach people new skills,

but it almost impossible to change their personality!

Exercise: Self-assessment

1. Think of someone with whom you had a very good working relationship.

2. Think about that person’s personality traits which you most appreciated.

3. Now think of someone who was a real nightmare!

4. What were the most annoying or problematic personality traits?

5. What did you discover?

Part 3: Identify the Job Pool

Is there a shortage or surplus? This affects your strategy: shortage: more difficult to find people surplus: more difficult to screen people

Are there existing employees who can be promoted? existing knowledge of work or organization already a “known factor” re: personality

If there is a shortage, think in terms of related skills. For example: a teacher can become a trainer or coach

planning and management of any complex project or process requires similar skills

Part 4: Advertise and Plan

How and where do you advertise?

Are there formal rules about applications?

Do you want resumes or application forms?

How will people contact you?

How many candidates will you need before you start to

interview?

How long will the entire process be?

Do you actually have any control over this at all? (This

may be an HR function.)

Part 5: Interview and Evaluate

Prepare for the interview: Make sure applicants know details.

Decide who needs to be there.

Set the amount of time to spend on each applicant.

Create a list of questions.

Create a test.

Review resume thoroughly.

The test: On-site tests of basic skills are more accurate. Make tests short but comprehensive. Don’t use tricks or traps. Don’t do “secret” stress tests!

Conduct the Interviews

Put applicant at ease.

Introduce applicant to all people

who will be involved in the

interview process.

Take notes during interview.

Ask what they know about the

job.

Describe the position (brief

overview).

Ask questions relating to the

resume.

Conduct the Interviews, cont.

Allow applicants to explain discrepancies or unusual items on the resume/application form.

Ask about strengths and weaknesses.

Ask preference questions.

Ask if they have any concerns about the requirements of the job.

Allow applicants to ask questions.

Explain follow-up.

Throughout, pay attention to personality and work habits: Is the applicant friendly and outgoing, or shy? Does the applicant work well with others? Is the applicant punctual? Does the applicant keep a tidy work area? Will the applicant take directions well?

Exercise: Practice Interviews

Conduct an interview as follows:

1. The interviewer briefly states the job and the job

requirements to the group.

2. The applicant briefly states his or her background and

history to the group.

3. Take notes during the interview (max. 3 min.).

4. Change to a new interviewer and applicant.

Evaluate the Results

After the interviews, rank the candidates by choice.

Involve other people in the decision-making process.

Consider the number scores (tasks and personality).

Also consider your intuition.

Always check references!

The Training Cycle

New employees need training to do their jobs

effectively.

The Purpose of Training

The leading cause of poor job performance is unclear

objectives: manager didn’t make expectations clear manager didn’t set priorities there are unspoken rules there are no standards (P&P, etc.)

Clear objectives and expectations give employees

confidence: prevents misunderstandings and wasted time improves employee motivation and job satisfaction

A word about P&P manuals: adding to… what can’t you write down?

A word about in-house style guides…

Exercise: Identifying Training Needs

How to log in to the network

The best way to get review feedback from the SMEs

Which office printer is the slowest

How to write effective overviews and introductions

Expected attire during business hours

How to check documents in an out of SourceSafe

What topics to never mention to Mr. Smith

Write down what you think is the best way to train each

of these items:

Set Training Goals

Good training uses concepts of ID (Instructional Design): broken into units each unit has a clearly stated goal goal (objective) must be measurable include practice and review provide immediate and positive feedback

Start with a unit goal. For example, interviewing SMEs: Objective: By the end of the session, the employee should be

able to conduct an interview with an SME.

Goal: To familiarize the employee with the interview techniques and with the individual SMEs.

Process: Discuss concepts, walk through the prep and a mock interview, have employee do it with assistance and feedback, then alone.

Reinforcement: Repeat.

Assessment: Was the correct information obtained? How long did this take the employee?

Ongoing Training & Mentoring

Make time for continual, ongoing training: short, frequent sessions are more effective than longer,

occasional sessions provide feedback to employees (how are they progressing,

what do they need to work on, etc.) solicit feedback from them (what do they want to learn, what

are they having trouble with, etc.)

Mentoring is effective for soft skills: time management, planning, running effective meetings, etc. pair senior writers with new employees

+

Exercise: Setting Training Goals

1. Select a job task from the same job description you

used in exercises 1 and 2.

2. Identify a training objective and goal.

3. Describe the steps you would include in the process.

4. Describe how you would reinforce the training.

5. Describe how you would assess the training.

Teamwork and Morale

It’s more than just warm fuzzies!

Involve People

Teamwork comes from trust.

It is easier to build teamwork if people feel they are a valuable member.

Solicit involvement at meetings: assign reports to people to

present

ask for suggestions

never rudely reject ideas

Keep people in the information loop.

Run Better Meetings

Create a Positive Environment

Encourage people to get to know each other through social events: during business hours, such as lunch gatherings or birthday

celebrations

outside of work (but don’t force attendance)

Announce and celebrate successes as a group.

Praise publicly, reprimand privately.

Exercise: Building Teamwork

1. Divide into two groups.

2. Without touching the cups with any part of your body,

build a pyramid.

Note: you must work as a team and communicate clearly to

succeed!

Reviews and Evaluations

Learn to love the dreaded feedback cycle.

Formal Reviews

Casual feedback vs. formal reviews: casual feedback does not take the place of a formal review

process a formal review process doesn’t mean that you no longer need

casual feedback!

Conduct formal reviews every year (or twice a year).

Explain process, in writing, to all employees.

Allow employee to see blank form in advance, to know

what is being measured, etc.

Fill out your review: always consider change (improvement, etc.) find positive as well as negative things have clear directive for the employee (how to improve)

Formal Reviews, cont.

Look at trends in employee performance over time: is employee repeating the same mistakes? is the employee now able to handle new tasks and

responsibilities?

Conduct the review: after, give employee time to digest information and respond response, as well as original review form, go into employee’s file

For a fair process, allow employee to review you as a

boss: what do they like about your management style? how can you improve?

Don’t be afraid to promote people!

Exercise: Constructive Criticism

Fix the following phrases:

“You made a very stupid mistake. Don’t you understand anything?”

“This report was very sloppy.”

“OK, this looks better.”

“You need to learn to dress more appropriately for the office.”

“You turned in your work late.”

Additional Discussion Topics

Handling difficult employees

Dealing with conflict between employees

Firing

Giving references

??

Resources: www.gamesforgroups.com

Training and Development Journal

What Every Supervisor Should Know, Dr. John Newstrom and Lester Bittel

Project Management Tips and Tricks

You have to manage the process, too.

Estimate and Manage Projects

The secret is in preparation, organization, and

communication!

1. Figure out the scope of the project (UI impact).

2. Identify stakeholders and their key concerns.

3. Use a tool to plan and track project (Gantt chart).

4. Communicate clearly (proposal, milestones).

5. Conduct a post mortem.

1: Figure out the scope.

Existing product or new? version number (4.0 vs 4.2 vs 4.27)

trick: look at UI impact, not R&D effort

Look at prototypes.

If totally new, is there a comparable product?

2: Identify stakeholders.

Who is involved? product manager, key R&D

marketing

regulatory

???

Find out their key concerns.

Your project proposal has to address those! what you can deliver (UG, online Help, etc.)

approximate scope of what is covered

why this focus solves key concerns XYZ, etc.

3: Use a tool to track.

Get to love the Gantt chart!

Identify: resources (writers, editors, other content developers, etc.)

tasks (break project down into manageable tasks)

timeline

task dependencies

who does what, etc.

Identify resource problems before you start: over- or under-use

conflicts

Track as you go (keep it up-do-date).

46

Exercise: Brainstorm Gantt.

Work in groups of three.

Scenario: shared apartment (Bob, Sarah, and Jo).

Brainstorm tasks for weekly housework blitz.

Who does what?

What are some of the task dependencies?

How can you make the workload efficient and equitable?

4: Communicate clearly.

Think of every critical milestone, handoff, etc.

Always take the responsibility of communication: what do you need the reviewer to do?

how?

when?

Communicate clearly and frequently with your team: project status

(think “daily scrum”)

5: Conduct a post mortem.

At the end of a project, review the process.

Identify: what went wrong and how can you fix it

what went right and how can you repeat it

Talk about the process rather than blaming people.

Get full inputs from everyone (meeting).

Learn and improve!

Conclusion

Managing people takes some practice.

Everyone can learn and improve!

People will be loyal to a good boss more

than to a company.

Some effort on your part can make your

work environment better.

Thank you!

Leah Guren

Cow TC technical communication training & consulting

tel: (+972) 54-485-3473

email: leah@cowtc.com

website: www.cowtc.com

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