Some learnings from the Case Study: Dipesh- The Project Manager

Visible Problems:
  • Rapid team growth. 10->50
  • Best Engineers promoted as Managers. May not always work.
  • Induction for Managers didnt seem to have been done. Their questions/doubts were of very basic nature.
  • New managers were trying to solve the Managerial problems,the technical way.
  • Some problems seemed to be about handling small teams vs big teams.
  • The recognition of the fact that “Coding and People Management need different skills and mindset” seem to be missing.
  • Dipesh seemed more worried about project delivery than the people.
  • Lack of communication was very evident between Dipesh and the new Managers.
Some more perspectives:
  • People usually know their roles but not the responsibility for their roles.
  • If people dont enjoy the roles  they have been asked to do, the projects and organization loses out big time.
  • The perception that “Coding is the only productive work done in the IT and setup and other tasks including Management are unnecessary”  is grossly wrong.
  • A beautiful analogy was presented by the Prof. where he compared the typical roles played in the organizations with an act on Stage. If people who have to act on the Stage, go out there without knowing their roles, dialogues and what kind of behaviour they are expected to do, it becomes a recipe for disaster. The same holds good for organizations. Every role should have defined behaviour, Responsibilities and success measures.
  •  Dipesh is not clearly defining expectations from the role of his Managers properly.
  •  General organizational problem (from people ho are not yet Managers) is that majority of people want to be called as Managers but do not invest time and energy to master the role.
  • People in the organizations should have their own concept of growth. Ideally the role they play should be in congruence with their concept of growth for self.
  •  People often dont enjoy Managerial or Leadership roles because they have not invested adequate time to build the necessary competencies and/or also because of in-congruence in what they want to do as against what they are doing.
  •  Promotion criteria are often misleading as they tend to reward the performance of the past roles but not keeping in mind the potential required for the future roles.
  •  Promotion is actually an opportunity to create the match between the new role and the present skills.
  • Every new role has (or should have) set competencies. Competencies drive the behaviour necessary to play certain roles. The combination of all these aspects result in Performance.
  •  An important aspect of being a Manager to build a match between individual’s Interest and Roles.

What does Managing performance mean to you ?

Some notes captured during Prof. Narendra Agarwal on his first sessions on the Subject: Team Building and Conflict Management.

What does Managing Performance mean to you ?
Some perspectives:
– Be realistic when writing feedback
– In Agile scenario, the way people gets managed is different. More expectation of 360 degree feedback, Flat structure. Expectations in this scenario not in congruence with Traditional HR ways.
– Changing behavior of people in the organization is incredibly difficult.
Usual expectations from a leader:
– What can i do to manage performances. ?
– How do i drive output/deliverable ?
Important questions for a leader:
– What can i do to be ably seen as a leader to my team members ?
– How do i build the culture ?
– How do i manage the knowledge worker ?
What i put efforts, it leads to performance and Performance leads to expectations for reward or being coached.
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