I work in the technical department. One of the biggest problems of my department is that people inside the company in general have not a real understanding of what we are doing and on the problems we are facing. The exception is when something is not working or there is a problem that requires a technical solution. In that case everybody is looking at us waiting for the solution. Of course they do not have a clue on what the solution is but they understand clearly what are the implications of not having yet this solution, simply because it’s their problem and someone as to fix it as soon as possible.
The implications of all of this is that the point of contact between technical department and our customer (the rest of the company) is only in moments of crisis, pressure and in bad moments in general. Moreover, the same is happening inside the department. If you do your job and you are doing it well nobody is focusing on you and what you are doing. If you are doing the job in a sufficient way or with outstanding solutions is something that very few colleagues will realize, not even your boss. Of course when later a problem comes out because of a poor performance there is an ex-post evaluation of all your previous works (obviously with a bad attitude).
So, the problem is – how to have a good perception of what is going on in your department focusing more on the positive results than in the problems?
I have got an idea about this and I ask to everybody reading this post to share it, if you believe it is worth spreading it.
The idea is very simple, I have asked to the people working in my department to send me every Friday afternoon an e-mail with the subject “weekly achievements” (so will be easy to filter on your e-mail client). The content of the e-mail should be just few bullet points focused on the achievements that everybody has done during the week.
The results of this practice have been impressive in the results. The wonderful thing is that now people tells me why they are satisfied and for what reason. Basically I have understood much more about their capabilities, their problems, their concerns with the weekly achievements than asking directly what you are doing and how is going. The principle is very easy, everybody of us have a different perception of what it’s easy and what it’s difficult and according to that the sense of satisfaction is very dependent on the progress made and the results achieved more than on the final outcome itself. These facts have profound implications in terms of managing people. Not only you understand better your peers perspective on the task, but you could easily guess their difficulties, their preferences and their skills. It is true even the opposite. If there are no achievements to underline or they do not propose any convincing task to be satisfied of, probably it means that the job assigned it’s not stimulating at all and that the tasks to be performed are just routine jobs and the sense of initiative and satisfaction is really low (and probably final outcome will be just acceptable in the best case). Knowing exactly all these situations allows you as a manager to leverage on the people’s potential, you can better motivate them and at the same time you could help them to improve and to target new challenges with the right help at the right moment. You could adapt the tasks to the right people, you could assign the jobs stimulating the initiative of your employees and even make them improve the most boring tasks creating the right process of involvement and leveraging on their own creativity.
If you think that this is good idea, spread it, try to apply it and share your findings on this blog and on the web. I’m looking forward to know the potential improvements that a similar approach has on your particular situation.