Right, so I pay people under the table and always make sure to cover for the alumni. Got it.
Advice on becoming a boss.
- Thread starter Mobile Bay
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He knows how the system works. You might need to bail out your best engineer one day and sweep it under the rug so you meet the deadline.
If you have a former boss or colleague that you respect ask them to be your mentor. Good to have someone you can bounce things off of that isn't in your management tree.
When you move up, work-friendship opportunities change. Need to recognize that's the reality. It really is lonely at the top.
When you move up, work-friendship opportunities change. Need to recognize that's the reality. It really is lonely at the top.
Be prepared for more tedious, admin type stuff. I have found that people either love being the boss or hate being the boss. I personally haven’t enjoyed it very much and am making a job change soon that will give me less management duties but a higher pay grade.
At the end of the day, just try to be as transparent as possible in terms of what your expectations are. Be compassionate with your underlings but don’t let yourself get taken advantage of.
At the end of the day, just try to be as transparent as possible in terms of what your expectations are. Be compassionate with your underlings but don’t let yourself get taken advantage of.
First off, congrats!!!
The worst boss I ever had was a guy who had no problem taking credit for the work those of us on his team did while also being more than happy to point the finger at us if things didn't go well. Don't be like that guy. If someone (or a group) on your team does something that higher ups are happy about, make sure they get the credit.
One thing you’ll need to know as you start this position is what your role is. Are you being brought in to keep the ship moving in the right direction or are you being brought in to change course.
If it’s to keep things going, trust your team. They probably know what they’re doing and don’t need someone changing things just to change things. Listen to them when they bring up issues or concerns (especially since you mention that it’s an area you don’t know much about). But also understand that even if your team is right about something that could be done better, that doesn’t mean the higher ups at your company will do anything about it.
If you’re being brought in to change things up, the first thing I would do is have individual meetings with everyone on your team. Try to get an idea of what their roles actually are and what they think the issues are. This might also help you get an idea of who the top performers are and who is just coasting. Then, as you see issues first hand, document everything. It will help when or if you need to either move people around or restructure your team.
Also, as someone else in the thread said, the best approach is to think of your team as working with you, not working for you. Try not to use the word "boss" and try to say "we" way more often than you say "I."
Finally - and I'm sure this will be unpopular - but unless your company has a really good incentive or bonus structure, don't be a hero. And don't ask your team to be heroes. Go in, get done what you need to get done but don't work hours or projects you aren't getting paid for. Same goes for your team. At the end of the day, unplug and go home and spend time with your family, friends, hobbies, etc... Don't go out of your way to make extra money for people higher up in the company if you and/or your team aren't seeing a decent chunk of it.
KPI - key performance indicators. These are typically tracking metrics, i.e. >95% on-time work order completion, 100% of measured results are within whatever limits established, <10% of products manufactured without defect, etc. The things you keep track of to see if you're good or bad, and in which areas.
OKR - objectives and key results. These are the overall goals of the department/company, the "what's the overall big thing(s) that are important to us?".
Your KPI's should be tailored to give you an indication of whether or not you're reaching your OKR's. If your KPI's are good but your OKR's not being met, then you need better/different KPI's.
Biggest thing is coming to the realization & then acceptance that you are no longer “one of the guys”. Since you’re a normal human being judging from your post you’ll start out really cool since you don’t want to be the dick boss. That’s a good thing. Over time you’ll settle in to holding people accountable. You get used to filtering excuses, untruths, & fluff and stop feeling guilty for holding those accountable not pulling their weight. Eventually you’ll get to a point where you no longer care if some don’t like working for you because they won’t. Get comfortable in letting your results define you.
Be yourself. Don't look to cast blame on sht that goes wrong. Look to find a solution. Don't pass work that slackers fail to do to your better guys ( this is the hardest for me ). I've been "bossing" for 20 plus and have many friends that " worked for me " who have remained in contact after leaving. I attribute this to not treating them like an a$$hole when mistakes were made. It's easy to be a dick. Take the less easy compassionate route when dealing with mistakes.
The first thing you say to a bunch of engineers as their new boss is "Ok, effective today no more designs that require "O" rings........after that it's yellow brick road to success......***
I have done almost this exact thing. I am an architect and have worked as an architect for around 10 years before I had an opportunity to be a part owner of a firm. I stepped into the firm with other people there that had more experience than I do and were with the company many more years than I had been. I became the head of production as was my new responsibility as one of the new owners of the firm.
Other than running my own projects over the course of 10 years and working with other professionals on larger projects, I did not know how to manage the production and design of 60 projects a year. But you know what? I didn't have to. All I had to know is that we didn't let work get out of the office unless I was personally satisfied with the standing of the drawings and specifications. I had to be engaged to know if the Business was getting handled. I knew what it would have taken me to get to that level of confidence if I were drawing each line myself. My new job was to make sure everyone else understood what needed to happen day in and day out on each project to get there. Trust that they would get it to that level, and for God's sake check up on them throughout the process. I discussed issues with my team along the way and tried to give them clear guidance on how to manage each issue.
I believe in being clear in my expectations. Tell them I want X done by Y date and it is important because of ABC. Before the due date, check in and make sure they are on task. Take a look a few specific areas of the job to make sure it is getting to the professional level required. Review the entire set prior to issuing to bidders. Do this a few times and the goals start to sink in. Also, let it be known if something is not up to snuff, that bonuses are dictated on how much time I have to spend on the project. Reward those that exceeded expectations beyond their belief. Fight for your staff and they will do the best they can do 80% of the time (none of us are machines).
Know this, all of the problems will find your desk now. Not just some of them, all of them.
Meet with them early on collectively:
1) Ask them what the toughest part of their job is.
2) Ask them if they are missing any tools that they need to do their job.
3) Ask them if there are any current processes that are fundamentally broken.
4) Ask them if there are any sacred cows. Ask them if any of those sacred cows are fundamentally broken.
5) Ask them what is working that absolutely should remain as is.
6) Tell them that you are open to feedback and happy to address any issues they bring. Caveat that by asking that for every issue they bring up to you that they bring 3 possible solutions for the problem. If the idea/solutions are sound, ask them to lead the effort.
7) Tell them that you are there to provide them the tools and support that they need to do their jobs as efficiently and effectively as possible. Then do it.
8) Tell them that you value them growing not just as an employee but as a person. Then prove it through caring about them and who they are as a person just trying to get through life same as you.
9) If there is an elephant in the room regarding your specific experience, method of promotion, etc. address it head on.
10) Tell them you appreciate candor and if something needs to be said for the good of the group/company/product/customer that they should say it.
11) Challenge them to not have meetings after meetings. Refer to 10) and let them know that it is OK to leave a meeting feeling like you didn't get exactly what you wanted, but it is not OK to leave without committing to any established direction.
12) Ask if they have any questions.
After that, meet individually with them and pretty much follow the same script. Some people won't speak out in a crowded room. Some of these people will be your best source of ideas. Some of these people will be the ones that always hold a meeting after the meeting with cohorts to bash whatever was just discussed. Address any individual concerns that you find, even it means telling them you don't have an answer but will do some work on it and then follow up. Then do that.
Best of luck. Leadership can be incredibly rewarding if you have good support above you and if your responsibility is in line with your authority. A lot of your job will be providing support for your team despite any stupidity that goes on above you, to the best of your ability.
ETA: Being a good leader is about asking the right questions, not having all the answers.
- Empower your team and always refer to them as a team (or something similar).
- Listen, Listen, Listen
- Allow them to make mistakes, but at the same time hold them accountable.
- Give honest feedback, good employees will take the feedback and grow from it, bad ones will weed themselves out. (This one can be very hard for some. You don't have to be an ***....just honest and willing to help).
- Find the strengths each of your team members and make sure they are doing a job that coincides with their strengths (you may have hired them to do X but later find out they are great at Y, don't be afraid to change them to Y or incorporate more Y).
- Understand that your team has a life outside of work and sometimes it spills over - be sympathetic but don't let it linger.
- Hire smart, hardworking people and let them work......being great at hiring, like everything else is a skill that takes time and practice.
- Create a culture of hard-work, keeping the standard (this is the standard we expect and if you can't work to this standard then this may not be the right fit for you) and fun (if you / your team don't enjoy your work and environment you / they will not last and the product will show that)
Extend your life span . DON"T DO IT ! In all sincerity the most important thing is who you will be working for . Sometimes the closer you get to the top the worse the corporate jockeying and backstabbing get. Make sure whoever your boss is has your back. Apparently you've already accepted the job so I'll just wish you the best of luck and just say always keep your antenna up.
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Make sure all understand clearly expectations and goals. Get input from those who report to you. Especially any obstacles you can control that stand in their way of getting the job done. Check in regularly to show you care about their success and to make any course directions that are appropriate. Treat all as professionals and adults. Respect their experience and knowledge. Never believe you will always have the answer to all problems. often Someone on your team may have valuable insight on another employees problem. Don’t be afraid to approach your superiors for direction.
You’ve worked with some bad engineers.
I don’t admit I’m wrong much bc I’m usually not and I usually have something to support that but I do admit it when I’m proven wrong.
I’ve had several engineers work under me. I’ve never told them they were wrong technically bc frankly I don’t really know if they are or aren’t. I’ve definitely corrected behaviors or issues and had no problems doing that.
Most of them are pretty smart and listen, but you do have some absurd engineers out there.
Trust but verify. Don't micromanage. Trust that they are gonna do their jobs correctly but make sure the key items are getting done.
It's always easier to start out being firm and loosen up than starting loose and try to tighten up.
Don't make changes just so you can say you "improved" something. Give yourself time to understand the processes.
Don't be afraid to admit if you don't understand something. Get the ones that know to explain it to you. They'll respect you for the honesty.
Praise in public, discipline in private. Never, ever talk about someone's problems or mistakes in front of their coworkers.
It's always easier to start out being firm and loosen up than starting loose and try to tighten up.
Don't make changes just so you can say you "improved" something. Give yourself time to understand the processes.
Don't be afraid to admit if you don't understand something. Get the ones that know to explain it to you. They'll respect you for the honesty.
Praise in public, discipline in private. Never, ever talk about someone's problems or mistakes in front of their coworkers.
If you're supervising people doing a job you don't understand, learn how to ask questions for comprehension. You don't have to understand the details if you can get the big picture. And once you get a basic grasp of the big picture, realize that you still don't know **** about the details. There's nothing worse than a boss that thinks he's figured out something of which he only has a surface level understanding and begins to question everything. If you have to question the work of your team there's a way to do it that doesn't also make them perceive that you're questioning their competence. If your team is competent, learn about their frustrations with process or organization and do your best to help alleviate them. Help them help you.
a KPI is a ******** corporatespeak measurement that shows how you're not doing your job well enough.
Here are my top five tips on How to be a Good Boss
1. Don't be an *** hole.
2. You don't know everything. It's OK to ask questions. Actually, it's imperative that you ask questions.
3. Both are important but people are more important than processes.
4. Understand that you and your team are all in this together.
5. Don't be an *** hole.
1. Don't be an *** hole.
2. You don't know everything. It's OK to ask questions. Actually, it's imperative that you ask questions.
3. Both are important but people are more important than processes.
4. Understand that you and your team are all in this together.
5. Don't be an *** hole.