A Guide to Success for Technical Managers: Supervising in Research, Development, and Engineering

Master the skills needed for successfully managing technicalpersonnel

Independent–minded professionals such as scientists,programmers, and engineers are the driving forces behind today′stechnical industry. Accustomed to working alone, these self–reliantindividuals present unique management challenges for leaderssupervising their efforts.

Written by authors drawing on many years of managementexperience in technical field, A Guide to Success for TechnicalManagers provides technical managers and supervisors with theleadership and management tools necessary for making informeddecisions in supervisory situations. It includes self–awarenessexercises, templates, and checklists to help accelerate job skills.Some of this book′s highlights include:

Ways to deal with the transition to supervising others inresearch and development

Tips for improving listening skills, communicating better, andmotivating employees

Examination of the pitfalls and obstacles faced in managingtechnical personnel

A selection of real–life examples, along with suggestions on howto solve them

Examples of real–world outcomes based on decisions made byactual technical managers

A 365–day leadership journal with daily tips to increaseleadership effectiveness

By modifying conventional management techniques to fit thespecific needs of technical managers and supervisors, A Guide toSuccess for Technical Managers offers a fresh perspective onfostering employee development in an industry wherenon–conventional strategies are most often the best practice.

PREFACE.

CHAPTER 1 TIPS ON TRANSITIONS FOR TECHNICAL MANAGERS.

Transition Situations.

Manager or Scientist? An Attribute Inventory.

Manager Scientist Inventory Score Sheet.

Interpretation.

Questions to Ask Yourself.

Transition Situations Solutions.

References.

Bibliography.

CHAPTER 2 ADVICE ON CREATING A MOTIVATING CLIMATE.

Motivation Situation.

What Motivates You?

Why Is Motivation Important?

Diagnosing Motivation.

Applying Theories about Motivation.

Motivation Situation Solution.

References.

Bibliography.

CHAPTER 3 HINTS TO INCREASE INTERPERSONALEFFECTIVENESS.

Interpersonal Effectiveness My Story.

The Myers Briggs Type Indicator.

Using Type Effectively.

Applying Characteristics of Type.

Role of Emotions and Trust.

References.

Bibliography.

CHAPTER 4 CLUES ABOUT COMMUNICATION PITFALLS ANDSTRATEGIES.

Communication Situation.

Communication Patterns and Factors.

The AIDR Technique.

Focusing on Others A Development Experiment.

Ask Questions.

Challenge Assumptions.

Email.

Email Guide.

Applying the MBTI.

Planning a Personal Communication Strategy.

Communication Situation Suggestions.

References.

Bibliography.

CHAPTER 5 SECRETS TO MANAGING PERFORMANCE.

Performance Situation.

Setting Expectations and Goals.

Consider Personal Styles Both Yours and YourEmployee′s.

Managing Performance.

Performance Problem Solving.

Dealing with Performance Issues.

Managing a Performance Issue.

Distinguishing between Observations and Conclusions.

Performance Conversation Checklist.

Tackling Recurring Problems.

Performance Issue Linked to Technical Problems.

Managing Managers.

Suggested Answers for Distinguishing between Observations andConclusions.

References.

Bibliography.

CHAPTER 6 INCREASING EFFECTIVENESS THROUGHDELEGATION.

Delegation Situation.

Delegation Choices.

Delegation Benefits.

Delegation Analysis.

Delegation Profile.

Planning for Delegation.

Styles of Delegation.

Relation of U/E to Delegation Style.

Delegation Checklist.

Delegation Using Type.

Temperaments.

Applying New Concepts and Skills.

Delegation Situation Solution.

Delegation Choices Suggestions.

References.

Bibliography.

CHAPTER 7 POINTS FOR SUCCEEDING AS A COACH.

Coaching Success.

Building Connections.

How Do Star Performers Network?

Group Social Networks.

Challenging the Status Quo.

Looking Forward.

Suggestions for Development Activities.

Coaching Success Solution.

References.

Bibliography.

CHAPTER 8 TECHNIQUES TO MANAGE GROUPS, TEAMS, ANDMEETINGS.

Facilitation Situation.

Building Collaboration.

Role Clarifi cation Activity.

Goal Clarifi cation Activity.

Group Operating Principles or Norms.

Increasing Meeting Effectiveness.

Individual Autonomy versus Group Interdependence.

Decision Making.

Meeting Management Techniques.

Application: Your Own Meeting.

Facilitation Situation Suggestions.

References.

Bibliography.

CHAPTER 9 CLUES TO FOSTER CREATIVITY AND INNOVATION.

Sam′s Dilemma.

Social and Educational Input on Creativity.

Raising the Bar for Creativity and Innovation.

Definitions: Creativity and Innovation.

Sam′s Dilemma Resolved.

References.

Bibliography.

CHAPTER 10 POINTERS ON MANAGING PROJECTS ANDDECISIONS.

Project Support.

So, What Can You Do?

Learn the Basics of Project Management.

Understand and Take Advantage of Different Approaches to ProjectPlanning.

Challenge What Does Not Make Sense.

Consider the Difference between Risk and Uncertainty.

Look for Ways to Improve Communication in Your Project.

Avoid Going for the Big Bang Prioritize and ProceedIncrementally.

Be Assertive and Work to Kill a Project That Should Die.

Use Consensus Wisely and Make Timely Decisions.

Project Support Suggestions.

References.

Bibliography.

CHAPTER 11 SUGGESTIONS FOR MANAGING UP.

Managing Up Stories.

Build Your Relationship.

Manage Communication.

Guidelines to Approach Your Boss.

Guidelines for Receiving Feedback.

Managing Up Stories Resolved.

References.

Bibliography.

CHAPTER 12 LET S USE IT RIGHT: A SUMMARY OF SUGGESTEDAPPROACHES.

References.

FIFTY–TWO–WEEK LEADERSHIP JOURNAL.

INDEX.

Elizabeth Treher, PhD, has held technical leader roles inindustry, government, and academia and has more than seventypublications and patents, including two books: ThePharmaceutical Business and Strategic Partnering. Forthe last twenty years, as CEO of The Learning Key, she hasconsulted with technology–based companies to develop curricula tobuild managerial and project leadership skills.

David Piltz has over fifteen years′ experience intraining managers and supervisors, both technical andnon–technical. David has developed and designed over seventy–fivemodules on communication, management and supervision, facilitation,and delegation. He has also worked with numerous managers andexecutives on increasing their supervisory effectiveness.

Steven Jacobs is a consultant to biotech andpharmaceutical companies. He trains and coaches internationalclinical development teams to avoid and mitigate cultural problemsand delays due to communication and conflict, and has also helpedcompanies improve clinical supplies team dynamics, processefficiencies, and overall delivery performance. His senior roleshave included those of COO and CEO.