Managing technical staff

One of the most difficult tasks faced by managers today is the manner in which they can provide direction to the highly skilled workers they must supervise. In most cases technical staff members are intense individuals who like to perform their work in a self-directed manner. Often these technicians view attempts to provide direction as interference and they resist. Frequently technical staff and their managers experience ego conflicts. Problems develop when these clashes create barriers to meeting the goals of the organization.

Technicians are frequently members of the staff upon whom the manager must depend heavily to provide information and technical detail. Managers of these technical professionals have an obligation to understand the problems that are faced by these key members of their team and also to understand, at a non-detail level, the work that they perform. The manager and technician need each other and, if the organization is to be effective, must develop an attitude of mutual respect.

A manager is expected to further the abilities that people may already have and then channel those abilities in a manner that is productive. The fulfillment of this task is much more difficult than it may sound.

Computing technologists often develop specific pockets of expertise. This unintentional isolation of knowledge happens for various reasons. The most common reasons are; personal interest, too much to do in too little time and, in many workplaces, too few staff to perform a task completely before the priorities change.

The manager who takes a superior attitude may find that there is a general lack of cooperation between members of the staff. Individual staff members will seek to internalize specific information, keep that knowledge to themselves and, by not volunteering to share that which they have learned, waste the time of other staff who need similar information.

A manager who promotes communication and cooperation can break down the territorial issues that develop. The sharing of information is extremely important when each member of the staff is likely to have information that other members have not yet internalized or do not have immediately available. The time wasted performing unnecessary research could be channeled in more positive and productive directions.

It is not imperative that a manager be a person who is best able to perform a specific task or that the manager even be the individual who is most knowledgeable about that task. Far more important is the ability of a manager to see that a task actually gets done by people who are qualified. The manager of a technically oriented staff must maintain a sufficient level of knowledge to understand the issues with which that staff is faced. But, the manager should not feel compelled to provide the answer to every question asked by that technical staff. It is far more important for the manager to be able to establish a positive direction and to see that resources are provided that will enable the solutions to problems and the answers to questions. A manager needs less technical skill at higher levels in the organization but more conceptual skill is necessary.

Providing effective leadership is the primary concern of a manager who is responsible for the actions and activities of a technically oriented staff. The success of that manager will depend on the demonstrated ability to get that technical staff to perform at a level of efficiency, competency and skill to meet the demands of the organization. Communications skills are essential to leadership.

The ability of a manager to communicate and relate organizational goals to the individuals to whom leadership is afforded, is directly tied to the success of that manager. The manager of a technical staff must take care to realize that communication must flow both directions if success is to be attained.

Communication between individuals and groups is a basic human function. Communication between managers and the people with whom that manager works to accomplish organizational goals is the backbone of success.

Effective communication requires that all thoughts and beliefs be expressed clearly and openly. Once stated, it is wise to reinforce what was said in order be sure that it was fully understood and heard by the listener in the proper context. A manager who is practicing the art of effective communication will never think or assume that staff members already have information that is essential to their satisfactory performance of job duties. Such assumptions are dangerous and the occurrence of that thought should be used as a reminder to state whatever it is that they should know.

Communication can be impaired by many different types of barriers. Physical barriers to good listening are often environmental; too hot, too cold, or distracting. Mental barriers exist in the form of stress, pre-judgment of the material or speaker, or rambling by the speaker.

A manager should realize the existence of these barriers and should cultivate an environment in which such barriers are not likely to exist. Listening requires concentration that is similar to the concentration required to perform effectively in a technical environment. A manager of technical staff is likely to receive a two-fold return if the staff working environment is cleared of mental and physical barriers.

Poor communication often results in less than optimal performance. It is essential that performance standards be clearly specified in advance. If the manager and the subordinate are not in agreement about what is expected then confusion and frustration are likely. Individual and organizational goals must be clearly communicated by the manager.

Modern techniques can also be used to improve communication. Electronic mail and voice mail have clearly improved communications, in general, and specifically make it much easier for a manager to communicate with staff members.

One of the most significant forms of communication that a manager can provide is feedback. Feedback may be positive or negative but it should always be of a constructive nature. It is important that the manager be sure that any criticism levied be clearly interpreted by the employee as criticism of behavior. It is most inappropriate for the manager to be perceived as criticizing the employee as a person.

A manager must take full responsibility for communicating to the employees how their work is being perceived. Meaningful feedback is immediate and continuous. It is characteristic of quality employees to be concerned about their work and whether the effort that is being put forth is appreciated.

One of the first things that managers of technical employees should ask themselves is whether the employee can perform the requisite task with the current skills. If the answer to that question is no, then it is the responsibility of the manager and the organization to see that appropriate training is provided to that employee.

Some organizations have lost touch with what it means to provide training for a technology based work force. One source estimates the half-life of training to be well under five years. It can be expected that an employee working in a technology related field will need be provided refresher training on a regular and recurring basis.

It would seem that the most basic quality of good management is the employment of good people at all levels. One key to being successful is to hire motivated people who are willing to be life-long learners. A manager of a group that either develops or uses technology as a basis of its existence must insist upon this quality in a technical employee. Technology is changing and improving at a rapid pace. The employee who expects to work with today's and tomorrow's technology using yesterday's skills will be of little value.

The basic component of a good manager remains in the ability of that individual to deal with people. Although technical staff members may be surrounded by a variety of high powered and quite specialized electronic equipment, the staff members themselves are people. Individuals who have acquired specialized and technical skills but who are subjected to all of the same stresses, indeed probably more of the stresses, that affect any employee in any workplace.

Management is a function that depends on the ability of an individual to relate to another individual or group. The effectiveness of that management will depend totally on how well the manager is able to create a vision and relate that vision to those who must support it and carry it through to full attainment. The ability of that manager to motivate through the use of effective communication techniques and to provide leadership, feedback and training will determine the success or failure of that management endeavor.