Category Archives: management

Office politics – is documentation or lunch the way to win?

Go for the throat office politics can be won.  The bureaucrats can be defeated.  Here is how I did it once.

I was on a team of outsiders making massive updates to their computer system.  Every time we went around one of their team members, they sent us an email.  If we didn’t do things their way, we got an email.  We got a lot of emails.

The president of the company was a figurehead.  The VP of Operations from out of town was the person who had funded the company.  He wasn’t the head, he was the leader.  He actually had the power to fire the president.

Things finally came to a head when we were about to finish the project one week late.  We had charged an extra $300,000 and were 15% over budget.  All the over budget charges were for taking over jobs that the staff just wasn’t getting done.

The staff figured they had us up against a wall.  They wanted our blood. We were going to be a week late.  We had made them look bad.  They had undeniable documentation of all our failings and our failure to listen.

So we called a meeting with the VP, the staff, and our team of outsiders for 11:30 AM.  The VP had to fly in from out of state to attend.  The staff was sure we would be crucified.

He got in and we sat down.  The head of the staff had a stack of emails 3 inches thick that he had printed out.  Proof!  He handed it to the VP.

The VP asked, “Will the system go live in a week?”

“Yes,” said the staff head.

“Will it work well enough to keep the company running?”

“Yes, but they…”

“Were you able to test the system they put in?”

“Yes, but they…”

“Did they charge us for anything they didn’t do?”

“No, but they didn’t do what they were supposed to.  I’ve got documentation here.”

“But they got done what we needed.  They finished the job that had to get done.  It’s lunch time.  I’m going to lunch.  Who wants to come with me?”

The meeting was over.  How had we won?  Politics.

I kept in phone contact with the VP.  I kept asking him what he wanted done.  I told him, that it would be expensive.  I told him his staff was getting in our way.  Every time I called, I had a solution to a problem.  I also kept reminding him of how expensive it would be if we failed.

The staff just kept sending him emails.

He listened to me because I had solutions to his problems.  He ignored the staff because they just whined. He was also hungry and the meeting was right before lunch, so he had no desire to listen to whining.

Be the person who brings solutions and gets things done, and you will notice that office politics shatter around you.  No one can beat you because you get the most important stuff done.

Think about it.  How does that apply to you?

17 non- obvious signs your company is in trouble – The tsunami is coming

Some signs of company trouble are easy to ignore.  They aren’t obvious signs of trouble.  They can even look like progress.

In the great Indian Ocean tsunami some people survived because they knew the signs of a tidal wave of disaster waiting to happen.  They had learned, “When the sea retreats far past the beach, run for the high ground.  It will soon come roaring back.”  It is a natural occurrence before a tsunami.

Job disasters have signs of impending doom like the tsunami causing water to retreat from the shore.  Think about it.  What happens before a car plant closes down entirely?  Work is cut back.  Minor layoffs occur.  Sales are obviously dropping.  Cars stay on dealer lots for longer and longer.  Rebates and special incentives are used to sell cars.  Managers, supervisors and foreman are laid off.  Finally the plant closing is announced.

An old Thai proverb says,

At high tide fish eat ants.  At low tide ants eat fish.  (Thai proverb)

A healthy company succeeds by doing effectively what a dying company struggles unsuccessfully to do over and over.

Signs of doom I have seen where I worked included:

  • A new quality program annually.
  • No more flowers sent to funerals of workers and their family members.
  • Business travel cut backs.
  • On the job training cut back to “just in time” training.
  • Payments for outside tuition cut back.
  • Technology innovation specialists moved back into production jobs.
  • Promised bonuses cut back or not paid.
  • Refusal to let employees transfer to other areas in the company.
  • Relocation expense reimbursement eliminated.
  • Sudden personal interest in the workers by the company president and chairman.
  • Empowerment training during declining markets.
  • Not replacing people who quit.
  • Reorganizing more and more often.
  • Stock price dropping.
  • Replacement of salespeople at a quick clip.
  • A frenzy of competitor acquisitions.
  • A sudden focus on getting “good press” or being in trade publications.

When you see the signs of impending problems, you may still have years to prepare.  Or you may have days.  The important thing is to start preparing without being part of the problem.  Take positive steps in your own sphere of influence.

When the water retreats from the shoreline, it may look like a great time to go out and pick up the fish left behind.  When your boss is sacked, it may seem like the perfect time to get into management. And it may be true.  But be careful and look for signs that a tsunami is coming to wash your whole company away.

 

Later I will talk about how businessmen in India cope with far worse problems than Americans can even begin to understand, and do it with a smile.

Something to do today

Draw a line down the middle of a sheet of paper.  On the left put signs of company strength, reasons for optimism.  On the right put a list of troubling signs of decline.  Now pick how you can help accentuate the positive or eliminate the negative.  Not only will your actions help your company, they will insulate you from layoffs and prepare you for a new job.

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Tomorrow:     Businessmen from India

6 rules for recruiting IT pros

Try as they might to hire just the right candidate, HR professionals can miss the mark when it comes to recruiting IT professionals. Software engineers with subpar skills, developers with the wrong certifications, network administrators who don’t fit the corporate culture–they all can be the unfortunate by-products of an HR manager who doesn’t find the right talent for an IT team.

How HR and IT professionals work together….   more

How to manage engineers, developers, (and accountants)

“The reality is tech support people, engineers, and developers have more in common with each other than they do with anyone else,” said Paul Glen, an IT management consultant and author of Leading Geeks: How to Manage and Lead People who Deliver Technology. “We see the world somewhat differently and we, as groups, interact differently.”

Read on…