Be Selfish

Managers deliver business results. All other things support this singlton goal, nothing else matters. First, you must understand what business results are.

Young, and often junior, managers do not get this. They focus on secondary objectives such as morale, teamwork, collaborative spirit, effective communication, personal charisma, etc. All of those are good, but there are so many and how can you possibly address them all? Ah, the tried and true methodology — prioritize and do them in order. Then prioritization implies a value system, or a clear higher level objective. We are again back to square one. Can someone tell me, pleeeease, what are the objectives or our value system? Don't ever ask that question in public. Do you see corporate vision, mission, values, strategies, goals, etc. prominently displayed everywhere?

We are in the purgatory of deeply confused with too much guidance.

You have a team. They do things; they do things in certain way; they abide by a set of rules and policies; they follow, so you hope, your leadership.

The things they do. Can they do more, better, or faster? How about 200%? What's limiting them? Can they finish their week's job by Tuesday afternoon? Why can't they? By the way, what happens if they stop what they are doing? Are you sure?

The processes they follow. If you are to start from scratch, would you design them the same? Are there others doing similar things or following similar proceses? (The answer is always “yes.”) Have you talked to them? What are the lessons you can learn from each other? Are processes robust, in terms of reacting to changes in personnel, resources availability, scale, etc.? If part is destroyed suddenly, what would happen?

The rules. When is the last time anyone question those rules? What was the objectives of them? Who else are subject to the same rules? Did you make those rules?

Pick any of these questions and make that your, or your team's, mission.

Then, take a look of your boss's objectives (or mission). See if yours is aligned. Most likely, you can adjust to align them well. After that, take a look of what your company is trying to accomplish. (They are usually widely published. Hint: making money is always a goal.) Again, adjust to align with that too. These adjustments should not be difficult. If so, go back and pick a different mission.

Now that you have a mission. You have defined success. Tell your team, “This is what I want.” Assess their skill-sets, experience, personalities, and enthusiaism. Gently ask those who do not, will not, or can not, help you to work for someone else. All those remain, stand by them, support them, endorse them, give them everything you've got. They will give you everything they've got. And you will accomplish your mission.

Don't feel bad for those who are not chosen to be on your team. After all, why are you so special to be the one who makes the calls that affect people's lives? If you are in a battlefield, would you hestitate picking only the most suitable in your squad? If you are a coach, would you send anyone less than your bests? You are a professional software practioner. You cannot afford anyone who's not best for you. If you fail, your whole team fail.

The same spirit is for anything that you need to achieve your goals. There are information, fundings, requisitions, equipment, schedule accomodation, etc. Most of them do not come easy, even they are required for the job. Managers secure their own resources for their objectives. The 1st step is to have your objectives clearly understood, the 2nd step is to secure the resources.

And the game begins.