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    <title><![CDATA[Discussion on Discussion: Is hands-on management an oxymoron? ]]></title>
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        <title><![CDATA[Hands-on Manager a synonym for competent]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/14-47706-3428375]]></link>
        <description><![CDATA[I've heard this term in job interviews.  When I questioned one of my interviewers in an indirect way on the oxymoronic quality of the term, I got a very confused, disjointed answer.  After the interview I realized that the interviewer was using the term &quot;hands-on&quot; as a synonym for competent.  But you just can't come out and say you want to hire a competent manager.  It sounds stupid.  Who doesn't want to hire a competent manger?  So to make a stupid request sound intelligent you have to use a synonym or a euphemism.]]></description>
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        <dc:creator><![CDATA[fivesix]]></dc:creator>
        <pubDate>Sat, 12 Mar 2011 06:19:02 -0800</pubDate>
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        <title><![CDATA[What?!]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/14-47706-3129201]]></link>
        <description><![CDATA[What does that even mean?  I think a hands on manager should be the definition of the manager that is not afraid to get his hands dirty and get down in the trenches should the need arise.  he can be a hands on micro-manager or not.  His people feel that when the going gets tough they can count on him to not only pull his weight in leadership, but act as part of the team to bring the project home.  I had a captain in the Army like this, we would have followed him to hell and back.  That's what I try to pattern myself after as a manager.  You must delegate and empower your people to do the job assigned.  you take the blame when problems arise (but there will be hell to pay later) and pass the praise to your team.]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/14-47706-3129201]]></guid>
        <dc:creator><![CDATA[rugger30@...]]></dc:creator>
        <pubDate>Wed, 29 Jul 2009 20:32:14 -0700</pubDate>
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    <item>
        <title><![CDATA[Manage what you don't know]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/14-47706-295963]]></link>
        <description><![CDATA[I think I discovered the difference when I was made the manager of an implementation and I did not know the products.  It's hard to micromanage when you don't know how to do the work.  It's easy when (as we do so often today) you promote the most skilled technician to manage their group.  I would suggest that when we look at promoting someone, the first thing we should do is move them out of their comfort zone completely, then they'll focus on true hands on management, not micromanagement. Of course there will still be those who try to micromange - they shouldn't have been promoted in the first place!]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/14-47706-295963]]></guid>
        <dc:creator><![CDATA[Derry]]></dc:creator>
        <pubDate>Mon, 14 May 2001 01:58:32 -0700</pubDate>
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        <title><![CDATA[Management style]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/14-47706-292838]]></link>
        <description><![CDATA[I finally settled on a management style which reflects (in part) what you write.  I tell my people at the very beginning of my tenure with them that when I give them a project, I will either:1.  Tell them what I want as a result and when I want it done; the rest is on their own2.  Tell them what I want as a result and when I want it done, but give them my IDEAS on how it should be done; the rest is on their own3.  Tell them what I want as a result and when I want it done and tell them how to do it.  These cases are few and far between, but usually there are political or budgetary considerations driving my direct involvement.Anyway, this has been the most comfortable approach for me and my staff.  They know that if I get completely involved, there's a good reason and they respect that.]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/14-47706-292838]]></guid>
        <dc:creator><![CDATA[tvranalli]]></dc:creator>
        <pubDate>Wed, 09 May 2001 02:57:34 -0700</pubDate>
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        <title><![CDATA[Excellent points]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/14-47706-292781]]></link>
        <description><![CDATA[Your last paragraph said it all, Peter.]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/14-47706-292781]]></guid>
        <dc:creator><![CDATA[tvranalli]]></dc:creator>
        <pubDate>Wed, 09 May 2001 02:05:21 -0700</pubDate>
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        <title><![CDATA[Very true]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/14-47706-289794]]></link>
        <description><![CDATA[The transition from technical professional to technical manager is probably one of the most difficult evolutions a person will ever make (and I use &quot;technical&quot; in a generic sense--I believe this holds true in any industry).For myself, part of the difficulty came from watching other engineers do the tasks that had made me the &quot;go-to guy&quot; to begin with--in some respects, I was no longer as indispensable as I once was.  Feeling like &quot;they don't need me anymore&quot; is no fun at all.  I like being touted as &quot;the Internet guru&quot; or the &quot;router god&quot;; as the movie line goes, &quot;it's good to be the king.&quot;The reality, however, is that the engineers who were taking over my old responsibilities were ones that I had trained.  I was able to assume managerial duties because I had made myself replaceable at a technical level.The lesson to be learned, at least for me, is that effective management focuses on improving those who are managed.  Whether a manager is &quot;hands-on&quot; is not terribly relevant.  What counts is whether their focus in others or on themselves.Cordially,Peter Nayland KustTEKMedia Communicationspkust@tekmedia.comhttp://www.tekmedia.com]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/14-47706-289794]]></guid>
        <dc:creator><![CDATA[Shanghai Sam]]></dc:creator>
        <pubDate>Sat, 05 May 2001 07:19:38 -0700</pubDate>
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        <title><![CDATA[Part of &quot;growing up&quot;]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/14-47706-289537]]></link>
        <description><![CDATA[Indeed, it is difficult for managers to not be micromanagers at times - at least when they're pulled up by the roots from the technical area and thrust into management.  It's hard to let go, no matter what the situation ... we go with what we feel most comfortable.I went through that exact same thing when I first started out as a manager.  When I was younger, you could say I was a control freak.  I was a hot shot programmer / analyst, so when I started managing, I got involved A LOT.  The first thing new managers say is &quot;if I want to get it done right, I guess I'll have to do it myself&quot; - as though they are suffering.  Come on, guys, grow up - you can't let go and delegating is the hardest thing any manager has to (read MUST) learn.You have to spend your time assessing your staff's stength's and weaknesses, then decide how to best fill the gaps.  If your company is small and you have no choice but to remain hands on (because there's nobody left to do the work), then define your boundaries to yourself and treat your employees like peers when you wear that hat.It's all part of growing up into a mature manager / human being (another oxymoron?).]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/14-47706-289537]]></guid>
        <dc:creator><![CDATA[tvranalli]]></dc:creator>
        <pubDate>Fri, 04 May 2001 16:43:31 -0700</pubDate>
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        <title><![CDATA[Watch From Afar]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/14-47706-289326]]></link>
        <description><![CDATA[I have always thought of a hands on manager as one who is an active participant in the business at hand in addition to having management responsibilities.As far as micromanagement is concerned, heaven help us.  A manager needs to hire well, makecertain the overall objective is clear to participants, assign responsibilities and stand back.  From a not to distant vantage point the manager must see that things are moving in the right direction and at the right pace with nothing being overlooked.  If a problem arises the manager faciliates wherever assistance is needed.  Employees should always know that they can discuss potential or developing problems with the manager without fear of retribution.  If problems get caught early they can be avoided or contained.]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/14-47706-289326]]></guid>
        <dc:creator><![CDATA[prvh]]></dc:creator>
        <pubDate>Fri, 04 May 2001 09:00:35 -0700</pubDate>
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    <item>
        <title><![CDATA[The answer lies in Accountability]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/14-47706-289222]]></link>
        <description><![CDATA[... on both sides.  Management needs to know what work is needed and oversee it (preferably from a distance).  Having a &quot;hands on&quot; background can help to better understand the tasks at hand.  Letting go, however, from the vast technical playground can be a difficult task,indeed.  Measurement of the Manager's ability to get work done would be provided by the staff at review time and he/she should be held accountable for obtaining results from the people he/she oversees.  Equally responsible,the employee needs to understand the risk associated with not being timely with their assignments.  Communications to his/her manager is critical to keeping micromanagement out of the picture.  When review time rolls around, if you've learned to effectively manage, you should be able to praise your staff for a job well done.  If the job hasn't been well done, having tracked performance (again, from a distance) should be easily documented.  Of course, letting a staff member know when they're falling short of deadlines etc. should be happening throughout the year.  If not, you're back to ground zero.]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/14-47706-289222]]></guid>
        <dc:creator><![CDATA[ks0509]]></dc:creator>
        <pubDate>Fri, 04 May 2001 07:52:30 -0700</pubDate>
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    <item>
        <title><![CDATA[Good Management is flexible]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/14-47706-289064]]></link>
        <description><![CDATA[Some of the management theory I've seen says there are 4 quadrants of management types: Telling, directing, coaching and mentoring. Each are appropriate at certain times and in certain situations.Good managers can use the appropriate style for the situation, instead of falling back into the style they feel most comfortable in.Good feedback bewteen the employee and the manager can help adjust this.James]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/14-47706-289064]]></guid>
        <dc:creator><![CDATA[JamesRL]]></dc:creator>
        <pubDate>Fri, 04 May 2001 06:03:37 -0700</pubDate>
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    <item>
        <title><![CDATA[Then there's different kinds of employee]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/14-47706-288994]]></link>
        <description><![CDATA[There are different kinds of employees, too.There's the hands-off employee - who wants to be left alone.  Try and find out what they are working on!  They have an &quot;if I think you need to know, I'll tell you!&quot; attitude.There's the micromanage-me employee - who want you to do everything with them side-by-side.  If I'm going to do your job with you, why do I need you?There's the hands-on employee - who keeps you informed, thinks for themselves, works with you to get things done, but can work on their own most of the time.]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/14-47706-288994]]></guid>
        <dc:creator><![CDATA[kwarner]]></dc:creator>
        <pubDate>Fri, 04 May 2001 05:27:16 -0700</pubDate>
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    <item>
        <title><![CDATA[Hands-on Managment, or not?]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/14-47706-288989]]></link>
        <description><![CDATA[I seem to have quite a few &quot;green&quot; Techs, meaning, they can not or will not do a task set forth to them.  This seems to be a problem with knowledge or experience.  once I go to miromanageing these few, the senior Techs take offense ..   I can not split the group, tell some they are &quot;Senior Techs&quot; then they would want a pay raise. So some managers find themselfs in both.. micro and hands-on managers. with confidence in some and not others,  does this make since?]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/14-47706-288989]]></guid>
        <dc:creator><![CDATA[wevans@...]]></dc:creator>
        <pubDate>Fri, 04 May 2001 05:25:17 -0700</pubDate>
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        <title><![CDATA[The Balance point]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/14-47706-288973]]></link>
        <description><![CDATA[I think the point is missed when you define only two categories. (Hands on or hands off) the middle of the road is &quot;Project manager&quot;. If you are managing the &quot;project&quot; and not the person, then you have reponsibilities to management and to resources.Likewise they both have responsibilities to you. You should not tell them how to program (develop, build etc) but instead hold them accountable to deliverables. If they cannot meet the objective then that is a competence issue. The person may not see it this way, but they may not also be privy to the larger goal. If an employee is in a sub-project to a larger project or does not have a clearly defined goal for their day-to-day work, a manger that is examining details related to their work can offend the employee. This management behavior can lead to the &quot;micro-management&quot; impression. This is why a functional manager must be a skilled project manager. And they must clearly explain the team dynamic and be a good communicator to team members.]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/14-47706-288973]]></guid>
        <dc:creator><![CDATA[lstrong@...]]></dc:creator>
        <pubDate>Fri, 04 May 2001 05:14:49 -0700</pubDate>
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    <item>
        <title><![CDATA[Protect and defend]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/14-47706-288931]]></link>
        <description><![CDATA[As a manager, I see the two most important roles to be protect my people and facilitate their getting the job done.  You must know when to get in the middle of things and when to step back.  Help your people get the tools and questions answered theyneed to get the job done.  Make sure that they are communicating with you and each other.  The other important factor is to be fiercly protectective and keep the wolves at bay.  You need to put yourself between your team and those whom can destroy your timelines.  This is a balance between hands-on and hands-off.]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/14-47706-288931]]></guid>
        <dc:creator><![CDATA[terpsicore]]></dc:creator>
        <pubDate>Fri, 04 May 2001 04:52:46 -0700</pubDate>
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        <title><![CDATA[Communication is the Key]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/14-47706-288890]]></link>
        <description><![CDATA[I find that I resort to &quot;hands-on&quot; management when I do not feel confident that I am in control of a situation for which I am ultimately held accountable. By requesting updates regarding the progress, concerns, and successes of my employees, I find that I can relax when approriate, and step in as the need arises. Because I value the opinions of all employees, I listen to suggestions and often encorporate them into final decisions that I make. Thus, when I do resort to &quot;hands-on&quot; management, my employees do not usually feel they are being micro-managed. They know that they are valued and trusted because regular communication has allowed an atmosphere of trust to develop.]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/14-47706-288890]]></guid>
        <dc:creator><![CDATA[lkinney]]></dc:creator>
        <pubDate>Fri, 04 May 2001 04:17:35 -0700</pubDate>
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        <title><![CDATA[Only just taken on a management role]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/14-47706-288532]]></link>
        <description><![CDATA[I've recently fallen into a position of taking on the management of a group of techos.Previously, I was one of them.   Now I manage them or try to!!!My gut feeling at this stage is to let them do what they do best.   But use consultation to get the best result for both the business and our team.Additionally, I firmly believe in levelling the knowledge field.   To that I've tried to instill a sense of &quot;brain drain&quot; across the whole team.   Some are enthused at this idea others are appalled that they have to give up something that has belonged to them for a long time.However, in the end ALL WILL BENEFIT.]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/14-47706-288532]]></guid>
        <dc:creator><![CDATA[pada8209@...]]></dc:creator>
        <pubDate>Thu, 03 May 2001 17:01:39 -0700</pubDate>
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        <title><![CDATA[When to be hands on]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/14-47706-288508]]></link>
        <description><![CDATA[A good manager will set the stage and expectations and provide for a way to monitor progress and then let the good people do what they need to do.  Expectations include standards, due dates, progress reports etc.  Then if things do not meet any of the above step in to make corrections.  There should be enough built in processes so that corrections are small and problems do not become large.]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/14-47706-288508]]></guid>
        <dc:creator><![CDATA[s_v_vic_forney@...]]></dc:creator>
        <pubDate>Thu, 03 May 2001 15:49:26 -0700</pubDate>
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        <title><![CDATA[Hands-on vs Micro-management]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/14-47706-288415]]></link>
        <description><![CDATA[To me the difference in a hands-on manager and a micro-manager is a matter of details. In other words, how much detail does a manager really need to know to get a task or project completed? To me the primary role of a technical manager is providing coordination and direction to the technical staff. Once you become a manager, you have to back-off the technical details unless the details can affect the project path. As a manager, I find it easier to meet with my technical staff on a regular basis, say weekly, for just updates on a project's status and to find out what might be getting in the way of getting a project moving along. All the planning should be on the front-end with adjustments along the way as deemed necessary. In other words, set some goals with some realistic timeframes that all agree to. This gives the hands-on manager a sense of where the project is in the process and gives the technician the sense of owning and completing a project themselves. Everyone is a contributorto the end result. Managers need to know where a project is since they typically have to keep other management in the know. Also, many technicians can get bogged down getting too detailed themselves and sometimes need the nudge. If a manager gets into every detail and makes most of the decisions, then he/she doesn't need a professional doing the job for him/her. A &quot;micro-manager&quot; tends to develop staff that will end up not doing anything unless they are told what to do, thus they really become a &quot;task-master&quot;, not a manager. In the end, the micro-manager creates an unnecessary workload on himself/herself and will get less accomplished.]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/14-47706-288415]]></guid>
        <dc:creator><![CDATA[marksmith@...]]></dc:creator>
        <pubDate>Thu, 03 May 2001 11:38:11 -0700</pubDate>
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        <title><![CDATA[The line between hands on, off]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/14-47706-288357]]></link>
        <description><![CDATA[The line that distinguishes whether a manager is a hands on or hands off manager is related to that manager's level of confidence in managing people or managing things. A manager who has a high level of confidence in managing people will likely yield a hands off manager whereas a manager who has a high level of confidence in managing things will likely yield a hands on manager. A good manager balances both.]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/14-47706-288357]]></guid>
        <dc:creator><![CDATA[ptrsh]]></dc:creator>
        <pubDate>Thu, 03 May 2001 10:24:20 -0700</pubDate>
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        <title><![CDATA[There is not one correct answer]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/14-47706-288266]]></link>
        <description><![CDATA[The leadership style must match the situation and personalities.Sometimes a leader must make a unilateral decision; sometimes he should facilitate arriving at a consensus.Sometimes people need to be left alone to do their work; sometimes they need to have their hands held.The art of leadership is to pick the correct style for the circumstances.]]></description>
        <guid><![CDATA[http://www.techrepublic.com/forum/discussions/14-47706-288266]]></guid>
        <dc:creator><![CDATA[Kenneth Katz]]></dc:creator>
        <pubDate>Thu, 03 May 2001 08:06:54 -0700</pubDate>
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