First of all – this blog is not about leading sales people, retail people, or administrative people – this about leading technical people for the purpose of building a product. (I am sure someone with 20+ years in those endeavors will have a similar article; just Google it.)
Technical people are easier to manage than any of the above groups because they are, by default, intelligent and self-driven. You don’t get technical skills via looks, family connections or friendships.
(NOTE: I said you don’t get technical skills by any of the above methods – you might get hired for the job, but you won’t have the skills. Hiring technical people is a whole ‘nother blog).
But once again, let’s focus on the task at hand: leading technical people to a goal of building something. This is a subject that I know a lot about.
Here are some basic guidelines:
- Set the goals
- Let them dictate the path
- Create an avenue of dialogue
- Protect your people
- Share the victories
Let’s go through these one by one….
Set the Goals
That’s it – if I had only one bullet point, that would be it. Your job is to set the goal. Now, this is where 100% of non-technical people fail in leading technical people. You should know the goal. You should know:
– What the goal is
– Why it is worth accomplishing (Do your research!)
– How much work it will take
Moronic or unrealistic goals that are unjustifiable (both in terms of the effort required and for the reasons to obtain them) will lose you the support of your troop. It’s as simple as that.
Let the Technical Employees Lead the Path
This should be obvious, but it’s not in everyday practice. You hired your team because they (Read more...)
This is a Security Bloggers Network syndicated blog post authored by Garret Grajek. Read the original post at: Cylance Blog