8.7.11

Angry Birds®: Managing your team and yourself

If you’re amongst the millions (if not a couple of billions) gamers - occasional or not - that have fallen prey to Angry Birds®, you know deep in your heart that you have wasted a pet sea turtle’s lifetime playing the game so far. But - and this may only apply if you’re a consultant - you may add all that “invested” time to your clients’ bill, since there are at least 5 very important things you can apply in the real world, all for the good of your client, your team and yourself.

1. Every team member needs to know what you’re aiming at
Whether you’re managing a small team like I’ve done recently or a big one, communication is key. Every team member needs to understand what your department’s objectives are, how those goals will be achieved and how you will measure them. Use any tools out there, but use one that’s fit for whatever you want to measure and make sure that your team knows if you’re all aiming at the real objective or are falling short of achieving it.
2. Your goal may look simple, but it sometimes might not be
You’ve seen the silly structures made of glass, wood and stone. Some of them seem to defy logic, a couple of laws of physics and gravity, but in the end they are there to protect those silly, grinning pigs. Your overall objective is sometimes that clear, but when you try to achieve some of your key metrics, you fail maybe once or twice. Have you asked yourself why? Have you looked at what is behind those metrics, broken  down the processes and come up with another, better way of achieving your goals? Do so. Sometimes it may look easy but it’s a continuous improvement process.
3. Learn, learn, learn... and adjust
You know it’s true: you’ve been stuck at some levels for longer than you expected. You’re embarrassed of looking for online help, but you may eventually do so if you keep doing the same things over and over again expecting different results (a cliché is needed in every single one of these pseudo-consulting advices, I’ve been told). You may try to change the angle, wished you had more controls like wind speed or you’re simply too slow to use your finger to detonate one of those birds in the right place, at the right time. Whether you decide to try to learn by yourself or ask a friend or - gasp - your significant other for help, learn new tricks every time and adjust to the changes in the structures and number of pigs to eliminate (disclaimer: I’m a vegetarian and it breaks my heart to see digital birds and swine being used so savagely, yet I keep playing the game).
4. Every team member possess a different skill; use it to the team’s advantage
I managed a team that looked exactly like many of these birds. One was small and barely produced a beep; another one was big and noisy and another one exploded in mid-air with the slightest remark about her work. But guess what? Somehow, they were all necessary in order to attain my department’s goals and before getting rid of all of them (the thought crossed my mind more than once), I opted to use their skills for the best and we hit our goals over and over again. Could I have done things differently with a better team? Most likely. But the reason why I joined the rank of industrial engineers was that I liked working with people, not only machines. Treat your team well and - eventually, hopefully - they will realize how important their skills are and - unlike in the game - they can even attempt teaching their skills to other team members.
5. If it gets boring, ask yourself: is this it?
Level after level in the game, you get introduced to new difficulties, new birds, structure complexity, combination of factors that make you ask yourself: now what do i do? if that’s the case or even if you look at the structure and the birds at hand and have one of those eureka moments, the game designers have achieved their goal successfully. It will take you ages before you get bored of the game. At work and whilst working with your team, ask yourself this: am I bored of doing the same things over and over again? Is there no room for growth? Is this what I want to do? If the answers were yes, no  and no, there might be another game out there waiting for you. Or even better, there might be a chance for you to design a better one and win big time.
© 2011 Francisco J. Brenes. Reproduction is authorized if you credit me and add my email (franz_x@yahoo.com) so people start paying me big money to write things like this. If I get good feedback, I will write what Gary Larson’s The Far Side taught me about business. There is a lot to learn, believe me.

23.11.07

the "we" factor

when asked what your company makes, listen to your answer. if you say "they make shower curtains" instead of "we make shower courtains", you're in trouble. you're not being part of a team and it's time to evaluate why this is not happening and if there is a way to correct it. the minute you find yourself not wearing your company's t-shirt (metaphorically), you're bound to affect the morale of all of your team.

13.11.07

Passion

I went to one of my collaborators' office and I saw she had written a word on her whiteboard: Passion.

She told me that was her word, that she needed to have passion in whatever she did at work, otherwise work would be meaningless to her.

Thanks to Priscilla for enlightning me. Passion should drive your work everyday, no matter what.

12.8.07

Ethics


Be ethical from day 1 until the day you leave the company, for whatever reason.

e-sourcing


Fight for e-sourcing to be implemented at work and don’t be afraid to explore new options in sourcing, be it local or global.

Question your current supplier base and use e-sourcing to find better alternatives.

Empowerment


Empower your people, but keep them close enough to make sure that the 2 of you feel confident on the work that's being done. Don't be big brother.

Budget management


Even if you are not in Finance, you as a manager own your department's budget. Get the full ownership of your budget accordingly.

Spend when you must, seek for no authorization if all company policies are being followed.

Put your people first, then you if there’s any money left for your trainings and travels.

Socializing


First and foremost, check your company policy on socializing. Some are quite lax about it, some are quite strict. Apply common sense.

Socialize and be friends with your peers, but let’s make it clear: not all of them want to be your real friends.

If you go out with your subs, don’t overdo the drinking. Have a couple, then call it a night. Keep your cool.

Surrounded by workaholics


Do you share space with a workaholic? Try not to be like her, but try to achieve like her.

Multitasking


Fan of multi-tasking? Forget about it. Concentrate on your 7 priorities and that’ll be already a good amount of things in your hands. Delegate if other things need your immediate attention.

Give yourself a break


Stop working every 90 minutes. Have a 7 min break.

If you're going to have a cup of coffee, make sure it's fair trade and from costa rica.

Delegate


Do you have an assistant? Use her for all those menial tasks that you keep insisting on doing (travel reservations, faxes, copies, etc). You will find more time for value-added chores.

Workaholic? Control yourself.

Try to work on your laptop at home for no more than 4 hours per week. More is detrimental to any relationship and your own life.

Motivation


Is motivation not coming from your upper management? Stop working at 5 and go to the gym. Motivate yourself!

Know when to call it quits

Tired of your job? Quit before you burn like a meteor entering the atmosphere... i know you know how much is left of the typical meteor after that.

Be agressive in a nice way


Follow all the steps prior to a good negotiation. Inform yourself where the prices are going and be ready to spend some quality time talking about the future of the business.


Ask for price revisions & reductions from your suppliers nicely, once a year. No more than that.

Your suppliers


Have weekly conference calls with your top suppliers. Let them know you care. If you're too busy, send them a short email.

People, again.


Support your people.

Define what needs to be done in terms of training to make them better.

Sacrifice your travel budget for trainings (from an environmental point of view, conference calls are much better).

Communication with upper management


Define with your boss what he expects from you in the first 6 months.

Let him know well in advance what you will use your first 3 months on. Be firm on that.

More Benchmarking

Ask for advice and opinion from your peers in the company.

Balance the answers against your previously defined 7 priorities. Redefine if necessary.

Training


If you start any kind of internal training, make sure people from your team do it at the same time. Don't try to be always the first or the best, but make sure everybody - including yourself -completes it before taking another one.

Taking immediate action

Analyze when there is time to do analysis. Act if there is no time. Afterwards, ask yourself why there was no time to analyze. Define what to do so that your immediate actions happen less frequently.

Feedback


Congratulate in public, as much as possible (when deserved, obviously).

Work together on corrective plans when things are not working for one of your subs. Set deadlines to see those plans implemented.

Isolation isn't a good idea

Benchmark with peers in other companies, whether similar or not, not only about structure, procedures and success stories but also about motivation.

Subscribe to online news related to your field of interest.

Things To Do

Keep a list of things to do.

Prioritize.

When the list gets past 7 items, either delegate the rest as much as possible or delete the other ones. These will come ONCE you finish the 7 top ones, unless more important ones come up in the meantime.

Set your deadlines one week before the ones you will present to your upper management. It’ll give you extra time if needed or make you look like a faster achiever.

Share your 7 with upper management as soon as they are defined. Do not define new ones until all 7 are completed. Make them achievable within 2-3 months. Break down projects into smaller ones if necessary.

How am I doing?

Your boss may or may not be a good coach. Take some time during your one on ones to ask her how good you are doing and how you can improve. Take notes and compare with your list of things to do.

Letting people go

In an ideal world, everybody in your team should be able to give you excellent results. However, this is not the truth. Replace people within your first 4-6 months, but don't make the mistake of filling all the positions with alphas. Here's where the people hiring skills come in handy.

Your first 3 months

Use them wisely. Go to every key position in your department and see how things are done. Do not learn how things are done. Instead, map those activities and work with your team to eliminate as many non-value added activities as possible.

Don't expect that everything is being done the right way simply because it has worked fine so far.

Start analyzing your team and figure out if the existing people will fit into your Key People structure and help you achieve the expected results.

Direct Reports

Do not let anybody under your supervision report to any other manager, even if it's upper management requesting it. Those "dotted line reports" simply destroy the cohesion of your department.

People

People are key. Do not call them key assets. Key People is what your team is or should be turned to be in the first 6 months of your tenure.