Book: The one minute manager

I just read the book, the One minute manager by Ken Blanchard. I was pleasantly surprised by how simple it was and how it applies most areas of management. Normally as a manager, you could spend your time making plans, reviewing schedules and preventing problems. At least in IT, the problem with programming becoming managers is the lack of soft skills. I would recommend this book to anyone looking for an easy and clean 3-step process to become a better a manager. Soft skills are extremely important and as the PMI says a PM spends 55-60% time in communications, that is quite a lot.

So lets break it down

1. One minute goal setting: Set a goal that the direct reports know what is expected and what they are aspiring to get done
2. One minute praising: If you see something you like, praise it right away. I have personally seen that praisings given in public help a lot
3. One minute reprimands: Again, if you see something that you do not like, reprimand, pause for a couple of seconds, and then explain why. Close with mentioning that this is not personal and its because the person in question has done such good work in the past but this time she/he slipped.

Another point was that there is close contact with new direct-reports, but the contact becomes less as time goes on since the direct reports become independent but they know whats expected of them. And of course "one minute" is a metaphor for a short period of time.

One point to note is how relevant this book is even now, considering that it was published in 1982!! I guess this goes to show that the longer a book is in circulation, there is a good chance that it might be good.

Recommendation: Do read!

Empathy in project management

Empathy - Identification with and understanding of another's situation, feelings, and motives according to Answers.com

I have worked in companies before as a software engineer where I have failed to see that from my PM. Upper management too sometimes just looks at the bottom line and statistics when dealing with projects.

I feel that as a PM you need to empathize with your team members and people you work with. Look for clues, look for hidden expressions, read body language, coz sometime what you hear is not the way it is.

For example, in a meeting I had once an engineer who was working on a hard aspect of the system. This feature was fairly complicated and quick foundational, so as PM of course I was all ears. But other team members were not, I had made it an option in extended meetings that if the topic does not pertain to you, you may walk out and go and do your work. In this meeting, as usual, a couple of people did just that. I noticed the expression on the engineers face as this happened. As the meeting ended, I told him that he was doing a great job and I liked what he was working as the solution showed itself. He said, thanks, and he felt that he did not feel that way.

Later on, I went to his office and spoke to him alone, telling him again that his work was good and he should keep going. He mentioned that he appreciated my gesture and was going through some personal problems. He was in fact thinking about filing bankruptcy. He went on to say a few more words, not giving details but enough to communicate that he had a few personal problems. I sat there and listened and hopefully nodded at all the right moments. I feel that he was feeling better at the end of the short talk that he could talk to someone.

This is what empathy is about, caring about the project primarily, but also caring about the people doing the work.

Be a fly on the wall

Sometimes in project management, you want to contribute, make things easy for your team. Some members on your team might find it useful, some might not. Most times, I have seen, PM go overboard and this leads to micro management and too much meddling.

Here is a solution, sometimes, be a fly on the wall. Hover around, see whats happening. Even in meetings, you know that you don't know everything. Let people talk, let them argue over items that concerns them. This will let you discern their interest in the project and also make you aware of the progress within the project.

Remember though, as a PM, its your responsibility or your duty to know as much as possible. Prevent rather than repair problems. Information is really extremely important.