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I'm not Dick. But I've occasionally had employees who would have done better if I were. Anyone have any suggestions for how to manage a team where some employ

by endtime 16y ago

I'm not Dick. But I've occasionally had employees who would have done better if I were. Anyone have any suggestions for how to manage a team where some employees need me to be Dick and some don't? The obvious solution is to replace the employees who need Dick's management, but that's not always feasible.

Tyrannosaurs 16y ago
Seriously no-one needs Dick management. Some may need more support, more monitoring and so on but no-one needs to be spied on. Give them the freedom but have five minute chats with each one each morning so you can see if they're making progress. These aren't heavy things, they're quick informal updates, what are the problems, what's done that wasn't, can I see a quick demo and so on. Outside of that you leave them alone. If you can't do this yourself because you don't have time then get each of your seniors to do a couple of the more junior guys. If they're not making progress then they have a case to answer and ultimately moving towards a position where if they don't improve you are looking at getting rid of them (legally, even in the UK this is possible if you show they aren't performing given reasonable chances). Monitoring progress is fine, that's management. Insisting on watching what someone is doing all the time is something else.
- endtime 16y ago
  Thanks, that's helpful. I think I was a little vague/hand-wavy in my use of "Dick" - I agree that no one needs me peeking over his shoulder. I guess I just feel like I can either trust someone to be diligent and focused or I can't, and if I'm not trusting someone then I'm sort of being Dick. But I suppose there are open ways of monitoring people as well as sneaky ways, as you suggest.
  - Tyrannosaurs 16y ago
    * slightly harsher hat on * The other advantage of it being open is if they are messing about it's a very honest warning shot across the bows if they are being supported but are not delivering. The drive for trust should confuse the fact that people are there to deliver software.

by endtime 16y ago

Tyrannosaurs 16y ago

Seriously no-one needs Dick management. Some may need more support, more monitoring and so on but no-one needs to be spied on. Give them the freedom but have five minute chats with each one each morning so you can see if they're making progress. These aren't heavy things, they're quick informal updates, what are the problems, what's done that wasn't, can I see a quick demo and so on. Outside of that you leave them alone. If you can't do this yourself because you don't have time then get each of your seniors to do a couple of the more junior guys. If they're not making progress then they have a case to answer and ultimately moving towards a position where if they don't improve you are looking at getting rid of them (legally, even in the UK this is possible if you show they aren't performing given reasonable chances). Monitoring progress is fine, that's management. Insisting on watching what someone is doing all the time is something else.

endtime 16y ago
Thanks, that's helpful. I think I was a little vague/hand-wavy in my use of "Dick" - I agree that no one needs me peeking over his shoulder. I guess I just feel like I can either trust someone to be diligent and focused or I can't, and if I'm not trusting someone then I'm sort of being Dick. But I suppose there are open ways of monitoring people as well as sneaky ways, as you suggest.
- Tyrannosaurs 16y ago
  * slightly harsher hat on * The other advantage of it being open is if they are messing about it's a very honest warning shot across the bows if they are being supported but are not delivering. The drive for trust should confuse the fact that people are there to deliver software.