We all live through this differently. I never managed a department, but I
managed a team, and here the three things books didn't tell (or I missed them):
- People want to be managed
I had been a successful contractor, part of it because of my skills and
willingness to learn but also and probably more importantly because I kept
trying to do the right things, regardless of being prompted. I had assumed
that everybody is like this and that a team can manage itself. It turns out a
lot of very talented people can't be bothered with long term strategies,
fighting red tape etc... they'd rather be given a specific achievable goal and
run with it.
- people are people
There is no management magic, what is true for team work, parenting,
relationships in general is true for managing people: Respect people, golden
rule (don't do to other people...), set goals not tasks, goals need to be
achievable, set expectations, give fair warnings, constantly remind people of
boundaries, etc... As a matter of fact, I find some parenting books to be good
management material, and some management books to be good parenting material!
- don't let go, trust your gut feelings
I kept this one for the end, because it goes against what everybody tells you.
You need to let go of the keyboard, sure, but you don't need to let go of the
details. Any details that you feel is not being taken care of, don't let go,
don't assume you are at a level where this is no longer relevant. Don't let
go, for two reasons: 1) it's going to eat you from inside out 2) you're
probably right, nobody's doing it and it is going to bite you in the most
fleshy part of your body. Ask the team or somebody on the team to make sure
they take care of it. This is not micro-management, asking how they do it
would be, but asking if it's done, and if it's done properly is management,
nor micro-management.
--
Yves.
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