jonathan@researchcomputingteams.org
Parent categories: Strategy
Other tags: | Becoming A Manager: Feedback | Managing A Team: Other |
A Manager’s Guide to Holding Your Team Accountable - Dave Bailey A lot of research computing team managers - especially those of us who came up through the research side - aren’t great at holding the team accountable. It’s pretty easy to understand why - the whole idea of being accountable for timeline and scope is a bit of an awkward fit to that world. Something took longer than expected, or someone took a different tack than they had committed to earlier? I mean, it’s...
Continue...Other tags: | Managing A Team: Other | Becoming A Manager: Conflict/Difficult Discussions |
Don’t Assume Consensus In The Absence of Objection - Candost Dagdeviren Most people don’t like the conflict that comes with disagreement, and people especially don’t like disagreeing with their boss. Not hearing objections, particularly objections to something you’ve said, does not mean there’s no disagreement. It just means there’s no voiced disagreement. So as Dagdeviren points out, you have to go out of your way to elicit disagreement. “What are things that could go wrong with this approach”, “what things does this miss”, “what are...
Continue...Other tags: | Becoming A Manager: Meetings | Working With A Research Community: Communications Tools |
Learning with Fist of Five Voting - Jake Calabrese We’ve talked before about the benefits of not asking your team binary yes/no questions about agreement but “on a scale of 1..5”; e.g. in #39 when mentioning the use of zoom polls. This gives people who aren’t comfortable with a direction a way to express that without coming out and saying no. And if a number of people vote 1 or 2 or 3, that will give them a bit more confidence in discussing why. Calabrese...
Continue...Other tags: | Strategy: Change Management |
Mailbag: Building alignment around a new strategy - Will Larson This was written in the context of setting a technical strategy within a technical organization, but it works just as well in a context where you’re working with stakeholders and researchers about a product or project strategy. The approach Larson describes will be familiar from the discussion about “change management” and stopping doing things in #58 - there’s no way around it, it’s labour- and time-consuming. You have to first make sure everyone agrees on...
Continue...Other tags: | Becoming A Manager: Other |
That Burning Feeling When You’re Right - Roy Rapoport Rapoport reminds us that being right is nothing. Seeing the correct path to take is table stakes. If you can’t convince others to join you on that path, nothing will get accomplished.
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